City of Human Origin

Draft Revised 2013/14, 5 year Integrated Development Plan

TABLE OF CONTENT PAGE NO 1. SECTION 1: Introduction, Legislative Framework and IDP context 1.2 Introduction 1 1.3 Legislative Framework 2 IDP Context 3 2 SECTION 2 Situational Analysis 6 2.1. City’s Profile 6 2.2. Population Dynamics 12 2.3 Economic Analysis 17 2.3 Basic Service Delivery 26 2.4 Environmental Analysis 34 2.5 Social Analysis 38 2.6 Institutional Analysis 46 2.7 Spatial Development Framework 50 3. SECTION 3: Strategic goals and Inter Governmental alignment 55 3.1 Vision and Mission 55 3.2 Strategic Goals and Objectives 56 3.3 Alignment to National and Provincial Government Strategies 66 4 SECTION 4: Community Outreach 86 4.1 Introduction 86 4.2 Community Reach-Out Programme 86 4.3 Issue Identified as priority 90 5. SECTION 5: Project Phase 92 6. SECTION 6 : IDP Projects and 3 year Medium-term Budget 116 Framework 7. Annexures

3rd Annual Review of the 5 year IDP , 13/14 IDP

SECTION 1: INTRODUCTION, LEGISLATIVE FRAMEWORK AND IDP CONTEXT

1.1 INTRODUCTION The revised 2013/14 IDP has been prepared against the background of the objective of the Mogale City Local Municipality (MCLM), which is in line with the government’s aim of addressing the triple challenges of poverty, inequality and unemployment in the country.

The elected Council that assumed office in May 2011, has its work cut-out, as it is about to reach its mid-term of the 5year IDP process. Now is the time to review the progress and to strengthen the achievements of government by working together with local communities, labour, business, religious, youth and other stakeholders.

The IDP serves as a single broad strategic guide for the priority issues of the community and residents of MCLM, which government should implement in this term of Council. It also assists administration to prepare a medium term finance framework and annual budget that seeks to allocate resources to address all these needs.

During the revision of the IDP plan, it is important to be mindful of the need for alignment with all National, Provincial and Local Government imperatives. The IDP is not only a local government programme but the delivery plan of entire government in a particular space.

The annual review of this 5 year IDP should be seen as a governments plan, not just of the MCLM. Government perspective of IDP is that of addressing all service delivery issues, with a particular interest in addressing job creation, poverty and eradicating the inequalities of the past. The scale of the challenges is enormous in the MCLM, but all efforts are focused on those previously disadvantaged areas. The objective is therefore of a developmental state and developmental local government where the state actively intervenes in raising the quality of life of citizens through creating an enabling environment through the deployment of resources to realise the objectives it sets for itself.

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AMENDMENTS TO THE APPROVED 2012/13 IDP, OF THE 5 YEAR 2011-16 IDP

The second revision of the draft MCLM IDP would result in some amendments. The annual amendment has been prepared .The amendments made to the revised IDP are the following:

 The situational analysis of MCLM has been updated to take into consideration the newly published Census 2011 from Statistic South Africa.  Revised Medium Term Budget Framework for 2013/14 annual financial year.  Community inputs raised during the public participation processes.  Performance Management plan review in line with the changes in the 2013/14 Service Delivery and Budget Implementation Plan.  The financial plan in line with the MTREF for 2013/14.

1.2 LEGISLATIVE FRAMEWORK

The legislation governing the development, implementation and review of the IDP has been conceived in the constitutional spirit of a developmental state. In terms of the provisions of Local Government: Municipal Systems Act of 2000, each council must, within the prescribed period after the start of its elected term, adopt a single, inclusive, strategic plan for the development of the municipality.

Section 25(3) (a) prescribes that a newly elected council, may adopt the IDP of the previous council.

In terms of Section 24, of the Local Government: Municipal Finance Management Act, (Act 56 of 2003) municipal council should at least 30 days before the start of the of a budget year consider approval of the annual budget.

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1.3 IDP CONTEXT The context of the Draft 2013/14 IDP is a process that consists of sub-activities that culminates in to the adoptions of the IDP by Council of MCLM, this includes that following;

IDP Process Plan In terms of the Council approved IDP and Budget process plan, Council should approve the final IDP before the start of the new financial year, that is, no later than 30 June 2011.

In order for MCLM to prepare a credible IDP document, several stakeholders had to be engaged to provide inputs and guide the final IDP plan. The draft process of the IDP involves the following consultation process:

IDP Assessment The annual IDP assessment requires all municipalities submit the final council approved IDP to the Provincial MEC responsible for Local Government. The purpose of the IDP assessment is for Provincial departments, led by local government to assess the credibility of the IDP and provide a provincial perspective that should be considered in preparation for the upcoming financial year IDP.

MEC comments on the 2012/13 IDP In terms of the provisions of the Local Government: Municipal Systems Act, 2000 municipality should submit a copy of the Council approved IDP to the MEC for Local Government in the province. The MEC is tasked by legislation to assess the IDP and give comments on its alignment to government programme. The MEC comments have largely provided guidance on the preparation of the IDP in the 2013/14. All the MEC comments on the 2012/13 were noted in compiling the current IDP.

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Mayoral IDP Road Shows The Mayoral Road shows are a major part of the mass public consultation. In terms of the IDP process plan MCLM mayoral road shows take places in October- November and April- May of each year. The Executive Mayor together with the Mayoral Committee and Councillors undertake a 10 cluster ward meetings to listen to the IDP inputs and provide feedback on the draft IDP.

Council and Council Committees Approval and adoption of the IDP and Budget are few of the non- delegated items in the Municipality. Thus only full Council has the responsibility of approving the IDP and Budget. MCLM council is to approve the IDP before end of June 2011. Section 80 portfolio committee has to however, review and recommend that Council approves the IDP and Budget prior to Council adoption of the reports.

Content of the IDP IDP document consists of core components as required by the legislation. Thus IDP document has the following content:

Section 1 It provides Introduction, legislative framework and context of preparing this IDP.

Section 2 It analyses the demographic, economic, institution, financial and socio-economic issues of the municipality. The section also discusses service delivery backlogs

Section 3 It expresses MCLM vision and mission as well as the strategic development in order to address the service delivery backlogs and community priorities.

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Section 4 It stresses the role of community outreach, which includes public consultation (IDP Road Shows).During this process the local community provides MCLM with the inputs and priorities that inform the IDP.

Section 5 It explains the IDP prioritization model and projects to be undertaken for the next financial year and in the Medium Expenditure Framework.

Section 6 It provides all Annexures or Sectoral plans, from such as Performance Management Plan, which is essential part of the inclusive nature of the IDP.

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SECTION 2: SITUATIONAL ANALYSIS 2.1 CITY’S PROFILE

Historical background

Pre-history The 2.2 million years old remains of Mrs Ples are the first recorded human origin in Sterkfontein, Mogale City Local Municipality, City of Human Origin. In 1936, the Sterkfontein caves yielded the first adult Australopithecine, skull known as the Taung child (an Australopithecus africanus) was a human ancestor. In 1947, Dr. R. Broom and Witwatersrand University students found the almost complete skull of an adult female (Sts 5) A. africanus (or possibly that of an adolescent male). Robert Broom initially named the skull Plesianthropus transvaalensis (near-man from Transvaal), but it became better known by its nickname, Mrs. Ples.

Mrs Ples is now defined as a member of A. africanus. (A. africanus fossil Sts 5 (Mrs. Ples) is estimated to be between 2.2 to 2 million years old placing it in the early Pleistocene and identifying it as the youngest A. africanus yet discovered. The StW 573 partial skeleton (Little Foot) was recovered from a separate infill at the site within the confines of the Silberberg Grotto. It is estimated to be around 2.3 to 2.2 million years old. A slightly younger deposit (StW 53 infill) dated to between 1.8 to 1.5 Ma has revealed the remains of a specimen of early Homo (StW 53). StW 53 has been described as similar to Homo habilis or as a novel new species Homo gautengensis.) Sterkfontein http: www.Wikipedia.com,

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Pre-colonial History

Chief Mogale–Wa–Mogale is recognized as one of the first South African freedom fighters. Generations have been inspired by his bravery and tireless attempts at restoring ancestral land to his people. He was: A true son of Africa, who is rightfully honoured by naming the City after him.

Mogale City, previously known as the Krugersdorp Local Council, is named after Chief Mogale-Wa-Mogale, the young heir to the Ba-Po Chiefdom of the Batswana. The Ba-Po- Tribe (the Ndebele migrant Group) was among the early groups to occupy the Mogale City area. Later, surrounded by the Batswana – Bafokeng and Bakwena people, their Nguni culture and language were gradually replaced by that of the Batswana. The Po occupied the region from Magaliesburg and extended as far east as present day North-Cliff Ridge, and Haartebeespoort to North-West

Apartheid history

Krugersdorp has been the centre of the establishment of Mogale City. Krugersdorp was founded in 1887 by Marthinus Pretorius and named after Paul Kruger. Krugersdorp was founded as a mining town of gold, asbestos and magnesium amongst other during the 1880s.2 www.wikipedia.com.History of Krugersdorp. Musieville, Black Africa township was subsequently established, according to the ordinance 58 of 1903 of the Krugersdorp municipality and called "the native location". From the early 1930s the area named after, Mr. James Munsie, the white chief sanitary inspector (medical officer) of Krugersdorp. 3.www.wikipedia.com, History of Munsieville.

Subsequent to the Groups Areas Act, Kagiso, the largest township in Mogale City, was established for some of the residences that were forcefully removed from Munsieville.

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During October 1957, the executive committee of the Bantu Housing Board was given a grant of £231,150 by central government treasury for the erection of 1300 dwellings and one school for the residents of Kagiso. Low-cost houses, as well as hostels, were all constructed according to a standardised architectural design and in the same range of materials. The construction of housing stock was accompanied by the building of single-sex hostels that were designed to house single-sex migrant workers; this was typical apartheid design that emerged from the government policy which regarded Africans as temporary residents in urban areas. In 1984, the township was granted municipal status under the administration of the black local authority. 4 V. Khumalo, Kagiso Historical Report Research

Post- Apartheid History

MCLM is a municipal areas, that incorporates previously racial divided black and white municipal authorities of Kagiso, Munsieville and Krugersdorp. MCLM otherwise known as the City of Human Origin, is home to the Cradle of Humankind World Heritage Site. The site, which is popular known for the Sterkfontein Caves. In the recent past, the Municipal area has been home to household names in South Africa, such as Arch-Bishop Emeritus Desmond Tutu, Dr. Motlanthe, Bra Hugh Masekela, Pule Ace Ntsoelengoe and Gauteng Premier Nomvula Mokonyane.

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Map: Mogale City Local Municipality

Geographic Area

MCLM, Randfontein LM, Westonaria LM and Merafong City are constituent local municipalities of the West Rand District Municipality. MCLM covers an area of approximately 110 000 hectares, with Krugersdorp as the major CBD. It is accessible from all the major centres of Gauteng and North West Province, namely Johannesburg, Pretoria, Midrand, Hartebeespoort dam, Randfontein, and Soweto, to name but a few places.

There are 34 wards in the entire MCLM, with additional two wards established with the re- demarcation for the 2011 Municipal Elections. The one ward used to be a District Management Area, DMA, Cradle of Humankind, World Heritage Site. The other ward is as a result of division of the previously huge ward 3.

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Location Mogale City is situated at the Western side of the Gauteng Province. It also forms part of the broader West Rand District Municipality, which consist of four local municipalities, i.e. Randfontein, Westonaria, Mogale City and Merafong City. Mogale City is made up of the following areas  Kagiso & Rietvallei 1,2 & 3  Azaadville  Krugersdorp and surrounding areas  Munsieville  Muldersdrift  Tarlton  Magaliesburg  Hekpoort

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2.2 POPULATION DYNAMICS

The below graph shows the population contribution of constituent Local Municipalities of West Rand District. MCLM has the largest population estimated at 362 422 people in the West Rand Region, which has 820 995 persons. In terms of the estimated population, MCLM is twice that of Randfontein, which has 149 286 persons and three times that of Westonaria that is 197 520 people. Undoubtedly, MCLM population figures and growth would contribute enormously to the motivation to the establishment of the West Rand Region into a Metropolitan Municipality by 2021.

West Rand Population Distribution 400000 350000

300000 250000 200000 150000

Populationfigures 100000 50000 0 Mogale City Randfontein Westonaria Merafong City Series1 362422 149286 111767 197520

Source: Census 2011, Statssa

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MCLM Population Growth 1996-2011

362 422 352 651 338 137 343 720

289 720

223 657

1996 2001 2006 2007 2009 2011

Source: Census 2011, Statssa

This graph shows growth in population from 2006 to 2011. There has being a growth of 138 765 persons in the past 15 years, from 223 657 persons in 2006 to 362 422 persons. The population growth of MCLM has grown by 62% between 1996 and 2011, which is a 4.1% annual rate.

Proportional distribution of population groups 300 000

250 000

200 000

150 000

100 000 Populationfigures 50 000

0 African Coloured Indian / Asian White 2001 219 931 2 090 6 459 61 240 2011 273 817 3 052 7 859 75 941

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The growth this is inclusive of the Blacks, Whites, Indians and Coloureds residing in MCLM. Since 2001-2011 population of MCLM has increased across all race groups. The African people increased by 25 percent, which is 53 886 persons, from 219 931 persons in 2001 to 273 817 persons in 2011. The coloured community has increased by 46 percent which is 962 persons, from 2090 persons in 2001 to 3052 persons in 2011. Indian/ Asian community experienced the least increase of 21 percent, which is 1400 persons from 6459 persons in 2001 to 7859 persons in 2011. The second least increase was in the White groups, which experience a 24 percent increase, which is 14 701 persons, from 61 240 persons in 2001 to 75 941 in 2011.

The latter is experiencing a high influx from within the boundaries and outside South Africa. This provides additional challenges and pressure on the existing services facilities. This poses a challenge for the municipality in terms of provision of sustainable services including houses, because more people moving into the city start off by living in the informal settlements.

2011 Race, Age, Gender and Growth rate

Population71+ Pyramid 61 - 70 51 - 60 46 - 50 41 - 45 36 - 40 Female 31 - 35 Male 26 - 30 21 - 25 16 - 20 11 - 15 6 - 10 0 - 5

-25000 -20000 -15000 -10000 -5000 0 5000 10000 15000 20000 25000

Source: Statssa 2011 Census

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The above graph shows males between the ages 21-25 as the highest in MCLM. This is followed by the 26-30 age groups of both males and females. This age group constitutes the working group which means that government needs create an environment for job creation and to build more houses with excellent services, including water, sanitation and electricity. In terms of rates and taxes, the municipality has to expect more income because they are able to afford.

The graph also shows a sudden population include in the 51-60 age group of both males and females. This age group is that of people nearing job retirement. Thus indicate the government should increase the social network as more people are to fall in the social grant programme and may require rate and tax subsidies.

There is also an increase population of infant males and females aged between 0-5, which constitutes the early childhood Development Programme. The municipality needs to support ECDs and job creation initiatives to deal with this matter.

Ward population

The graph below indicates the ward population per ward in MCLM.

Ward Population 18000 16000 14000

12000 10000 8000 6000 Ward pop

Populationfigures 4000 2000

0

Ward1 Ward3 Ward5 Ward7 Ward9

Ward27 Ward11 Ward13 Ward15 Ward17 Ward19 Ward21 Ward23 Ward25 Ward29 Ward31 Ward33 Wards

Source: Census 2011, Statssa

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The population per ward indicates three most populated wards are ward 30, in Magaliesburg, ward 26, which includes Boltonia, West Village (including the Prison premises) and Krugersdorp West as well as ward 2 in Rietvallei Proper and Extension 1. The population of combined wards of Kagiso is 115 603 persons, including Lanwen hostel. This group of wards makes up almost half of the total population of MCLM.

Home languages

MCLM has diversity of languages most spoken in South Africa. Setswana is the most spoken home language with 112 391 persons using it as a home language. Afrikaans and Isizulu are the other most spoken home languages with 60 916 and 39 878 persons using them as home languages.

Tshivenda, 8348 Xitsonga, Other, 9021 15659 SiSwati, 1848 Sign language, 1727

Afrikaans, 60916

English, 34455 Setswana, 112391

IsiNdebele, 5672 IsiXhosa, 30962

IsiZulu, 39878

Sesotho, 19778 Sepedi, 13957

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Although English, is the common language used in administration at MCLM. It is important that MCLM notes the most spoken languages in order to communicate with the community in their most spoken languages in its jurisdiction.

2.3 ECONOMIC ANALYSIS

Economic Growth 6.0%

4.0%

2.0%

0.0% %growth -2.0% -4.0% 2006 2007 2008 2009 2010 2011 2012 2013 2014 Series1 5.4% 5.2% 2.4% -2.3% 2.6% 2.9% 3.4% 3.4% 3.8%

Source: Global Insight Regional Explorer 2009

Economic growth for the local municipality area, otherwise known as Gross Geographic Value, refers to value of all goods produced and services rendered in a geographic space, such as MCLM. According to the graph above, GGV has dropped from 5% to negative growth of -3% in 2008/2009. From mid-2009 to the end of 2010 the growth has been hovering between 2% and 3%. It is further estimated that growth may stabilize between 3% and 4% from 2011 to 2014.

It is common knowledge that economic growth contributes to meaningful job opportunities and better life for all. MCLM has being experiencing GVV annual growth of 7%.

Gini-Coefficient Gini-coefficient measures income inequality, which varies from 0 (in the case of perfect equality where all households earn equal income) to 1 (in the case where one household earns all the income and other households earn nothing).

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Gini coefficient 0.66

0.64

0.62 2006 2009 0.60

0.58 Gauteng Merafong City Mogale City Randfontein Westonaria

Source: IHS Global Insight Regional Explorer 2009

The above graph shows the changes in the Gini-coefficient of West Rand District Municipality as compared to Gauteng province for the years 2006 and 2009 respectively. MCLM Gini-coefficient is similar to most of WRDM constituent local municipalities and Gauteng Province. The graph also shows that income inequality has increased.

Economic analysis (GVA by sector and GDP)

Source: Global Insight Regional Explorer 2009

The above graph indicates the contribution of Mogale City Local Municipality to National Growth. The contribution includes all sectors from mining to agriculture. The analyses above also assist the municipality to weigh itself against other municipalities in terms of economic growth. The prospective investors are also able to identify MCLM as the conducive area for business based on the above projections.

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Household Size

The MCLM has 117 373 total of households registered during the census 2011.

Household size

40000

35000

30000 25000 20000 15000

Household number Household 10000 5000 0 1 2 3 4 5 6 7 8 9 10+ Size of Household 35340 27100 19090 16304 9077 4881 2528 1417 721 916

Source: 2011 census

The graph above illustrate that the household size of MCLM. It indicates that households size is largely a one person household, which there are 35 340 household with single persons. This may imply that there is a high number of in-migration of people; moreover, this is aligned with sudden increase of people at the ages of 21-25 and 26-30 age groups. The household size is also high between the 2 -5 person’s households. This may indicate that more and more households are unit families rather that extended families, which household sizes range from 8 to 10 persons in a household.

Household income level

Household income levels serves as a good indicator for affordability within MCLM. In terms of the graph below, a large number of households earn an income of between R96 000- R153 800 annually. Household’s income has increased across the board, with an average 2.34% increase from 2001 to 2011. In addition, house households with no income have increased by 3191 in the past ten years from 15 028 in 2001 to 18 219 in 2011. This implies that the MCLM should consider that there additional 3191 households that are to be considered on the indigent programme, with no income whatsoever.

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Household income level in 2011 and 2001 25000

20000

15000

10000

5000 2011 2001 0

The graph above shows household income levels. Thus it illustrated that there is a high level of low skill labour in MCLM. This means that a high number of the population, may need some kind of social safety nets, such as indigent programmes.

Economic Active Population

The economical active population is a measure of employment status in the economy. It shows the number of people employed, unemployed and not economically active, such as children and pensioners.

Gauteng and Mogale City Employment level (%)

80.00 70.00 60.00 50.00 40.00 30.00 20.00 10.00 Population figures 0.00 Discourage Other not Unemploye Not Employed d work- economicall d applicable seeker y active Mogale City 37.15 12.10 2.26 20.21 28.28 Gauteng 36.40 13.02 12.01 71.74 28.04 Source: Census 2011, Statistics South Africa

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The graph above provides comparative official employment levels of Gauteng Province and that of Mogale City. This graph illustrates that Mogale City has 37.15 employed people compared to Gauteng’s 36.40%, whereas the unemployed makes up 13.02% for Mogale City and 12.10% for Gauteng. This illustrates that Mogale City has a huge task of reducing unemployment rate by half by 2014 according to the government target. This would require that all efforts should be geared towards local job creation through government Expanded Public Works Programme and other job creation initiatives.

% Employment and unemployment (2007 and 2011)

60

50

40

30

20

Populationfigures 10

0 Employed Unemployed Discouraged Other not Age less than Not applicable work-seeker economically 15 years active

The figure, above illustrates that the employment level has drop by 13% from 50.16% in 2007 to 37.16% in 2011. Unemployed people and discouraged work seeker make up 10.29% of the total population. The unemployment maybe much higher, since 28% of the population over 15 year did not indicate employment status.

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Levels of education

Level of Education 80 000 70 000 60 000 50 000 40 000 30 000 Axis Axis Title 20 000 10 000 0 Less Matric Matric Matric than & No & & Grade Grade Grade Grade matric Matric certifica schooli Bachelo Postgra 0-2 3-6 7-9 10-11 & only te / ng rs d certif/d diplom degree degree ip a 2006 16 743 3 095 24 989 58 010 56 367 2 006 68 207 15 410 4 939 2 215 2009 13 231 3 070 23 073 58 461 65 083 2 433 74 632 18 812 5 757 2 508

Source: Global Insight Regional Explorer 2009

One of the key priorities identified by the new administration is education, as it can contribute enormously towards the eradication of poverty in the country. The graph above, provides a breakdown of the literacy levels of the population aged 15 and above in Mogale City during the period 2006 and 2009.

By 2009, the total number of 13 231 persons had no schooling compared to the figure of 16 743 registered in 2006. This indicates that illiteracy level has declined with a figure of 3 512. By 2009, the total number of persons who received schooling from grade 0 – 11 was at 149 687 compared to figure of a 142 461registered in 2006. These figures indicate that additional 7 226 persons received education in this category. Whereas in 2009, a total number of 74 632 persons had a matriculation certificate compared to the figure of 68 207 registered in 2006.

These figures also indicate that progress has been made in this, category as additional 6 425 had successfully completed their matriculation. In respect of the number of persons holding a matriculation certificate, other certification and diploma, figures indicate that by 2009, a total number of 18 812 persons had obtained qualifications in this category, compared to the total number of 15 410 registered in 2006.

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These figures indicate a positive growth of 3402 in this category. Pertaining to persons who hold matriculation and a bachelor’s degree, in 2009 the total of 5 757 persons held such qualifications in comparison to a figure 4 939 in the same category in 2006. This also indicates a growth of 818 in this category. Lastly, the total number of persons with matric and postgraduate degrees rose from a total number of 2 215 in 2006 to 2 508 in 2009 and this also signal a growth of 293 in this category. Employment Sector Total Employment (Formal + Informal) 2006 2009 1 Agriculture 6% 5% 2 Mining 2% 2%

3 Manufacturing 17% 16% 4 Electricity 1% 1% 5 Construction 9% 8% 6 Trade 21% 19% 7 Transport 5% 5% 8 Finance 10% 11% 9 Community services 20% 21% 10 Households 10% 12% Total 100% 100% Source: IHS Global Insight Regional Explorer 2009

The sector contribution on job opportunities has mostly remained constant. Significantly, community services sector has shown an increase from 20 to 21% in job opportunities. The other major sectors that contribute to job opportunities in MCLM are Trade, manufacturing and households. This indicates that MCLM economy is largely on a tertiary level. The challenge is that a large number of the population has no or low skill levels.

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Poverty levels

Number of people in Poverty 115 124 110 008 114 007 108 333

2006 2007 2008 2009

Source: Global Insight Regional Explorer 2009

According to Global Insight poverty levels in MCLM spiked in 2008, wherein people living in poverty jumped from 108 333 person to 115 124 person. The number, however dropped slightly to 114 007 in 2009.This indicates the high level of poverty in MCLM. This shows that there is still a huge challenge for the government objective of halving poverty by 2014.

It also shows a decrease in 2009 which is the year when the Indigent Registration was introduced and most of the people were employed in the developed economic hubs in areas like Silverstar Casino, shopping centers and other firms.

Poverty alleviation Discounted payments of rates and services

Mogale City Local Municipality introduced the Indigent Registration programme that focuses on households that qualify to receive free basic services. The municipality approved the indigent management policy which provides for basic services that include six kilolitres of water, 50 kw/h of electricity, sanitation services, refuse removal and indigent burial as per indigent burial policy.

Households who qualify as indigent are those that earn less than R2 280 per month. Currently there are 5390 households that are registered as indigents and the statistics

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3rd Annual Review of the 5 year IDP, 13/14 IDP shows that there are 114 007 people who are poor in the municipality. Mogale City Local Municipality still urge the needy residents to register. Indigent Registration Programme

The poverty alleviation programme provides a platform for the municipality to push back the frontiers of poverty. During term in 2006-2011, there has been various programmes such as indigent policy management wherein over 18 528 households were registered and no more than 4120 per annum approved as indigent beneficiaries. The municipality disbursed over R 2.8m to various Non- Government Organizations (NGOs) engaged in activities that assist the urban and rural households.

Indigent Burial and Gravesite Indigent burial programme has assisted the poor to bury their loved one in dignity. In the past 5 year, 291 households benefited from indigent burials and gravesites. MCLM assist with the burial expenses of indigents households with either the expenses on a gravesite or with overall burial expense, especially in cases where the family is unable to pay for the expenses.

Food Garden Scheme Food gardens are some of the ways the municipality ensured food security for poor households. There are four community food gardens schemes, with approximately 36 households participating.

Assistance to Evicted farm Dwellers

Eviction of farm dwellers is one of the major challenges for the rural communities in MCLM. The municipality established an Eviction Task Team that addressed any evictions of the rural poor. During this term, approximately 500 evicted and emergency relocated households were provided safe accommodation through site and services. Moreover, each month the municipality provides 5000 households with tankered water and chemical sanitation facilities.

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2.4 BASIC SERVICE DELIVERY

Basic services delivery by MCLM includes, provision of potable water, sewerage, refuse removal, electricity and roads, which is the basic competency of local government. Moreover, housing is also considered a basic service delivery issue; however, housing delivery remains a provincial competency, led by the Provincial Department of Housing.

Government basic services delivery targets are largely prescribed in the United Nations adopted 2014 Millennium Development goals. The major goal is that all households should have access to all basic services by 2014. MCLM progress on the basic services is;

Access to Basic Sanitation

Sanitation (toilets) facilities 100000 90000

80000 70000 60000 50000 40000

30000 HouseholdNo. 20000 10000 0 Flush Flush toilet Pit toilet Pit toilet Other ( toilet (connecte Chemical with without Bucket Dry None (with d to toilet ventilatio ventilatio toilet toilets septic sewerage n (VIP) n facility) tank) system) 2011 2302 91757 6781 3430 2755 5675 3703 971 2007 1749 74572 4896 375 2455 6596 1737 1907

Source: IHS Global Insight Regional Explorer 2009

One of the key government priorities is to deliver safe and adequate sanitation services to all communities. Although the target for eradicating the sanitation backlog in terms of the Millennium Development Goals is 2014, the South African government had set a target to eradicating such a backlog by 2010.

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The above graph indicates that the number of households with access to the highest level of sanitation has increased. During 2011 households with access to flush toilets increase by 81.27%, which is an increase of 17 185 households, from 74 572 household 2007 to 91 757 households in 2011.

MCLM has had a big drive of providing informal household with access to sanitation through chemical toilets facilities. In respect of households having access to chemical toilet facilities has increased astronomically. There has been an increase of 914.67%, which an increased from 375 households in 2007 to 3 430 households with access to chemical toilets in 2011.

The census data further indicates that households with access to pit toilets have decreased by 116%, which are 921 households from 6596 households in 2007 to 5675 households in 2011. Although much progress on providing universal access to sanitation, there is still approximately 12 000 households with sanitation below the RDP level. The municipality would need to provide these household with RDP stand sanitation before 2014 target for universal access.

Over the years, in particular, since 2006 MCLM has set a path of providing universal access to potable water. Currently 80,000kl/day of bulk water is provided to communities where there has been a 2% per annum consumption increase in the past 5 years.

Water quality is monitored in accordance with the National Water Services Act at boreholes, reservoirs, towers, water tankers and distribution network. Quality is monitored for chemical and microbiological parameters. Over the past 5 (five) years more than 98% of compliance has been reached in the distribution network for potable water. As a result, MCLM was awarded a blue drop status by the Department of Water Affairs in 2008/9. The universal access to water supply has increase hugely and also well beyond the basic level.

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Access to Water 120000

100000

80000

60000

40000 Householdnumber 20000

0 Rain Dam/poo Piped River/str Water Water Borehole Spring water l/stagnan Other water eam vendor tanker tank t water 2011 101414 10186 153 183 541 140 830 2605 1320 2007 91 230 1675 58 0 123 225 257 721 Source: 2011 Census

The above graph, shows that the number of households with access to water source. A large number of household are on municipal supplied piped water. Households with access to piped has increased by 89%, which is 10 184, from 91 230 households with access to piped water in 2007 to 101 414 households with access to piped water in 2011. It may be considered has

Moreover, MCLM has been on huge drive to supply informal settlements with tankered water, which is delivered in trucks. The above, graph indicated that households with access to tanked water has increased by 1013% , which is 2348 new households, from 257 households in 2007 to 2605 households with access to tankered water in 2011.

The challenge is with regards to water loss, MCLM un accounted for water stands at 28%. The measures to address unaccounted for water include, re-sealing of the water reservoirs, however, additional rigorous needs to be put in place. Additional measures to control unaccounted for water include;  New water demand management plan  Installation of pre-paid meter and increase water meter reading 28

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Electricity Electricity Supply Management MCLM has made significant strides to increase access for households previously not part of the grid. The challenge is that MCLM electricity supply is operation at near capacity. Our firm supply of electricity over the entire city stands at 160MVA from an installed capacity of 200MVA, with a 150MVA peak demand registered over the five years. In order to increase capacity of electricity supply. A new substation has been constructed in the area at a cost of R40.0m, whilst four substations are at different stages of upgrades.

Demand Management The national electricity strategy urges all users to reduce the use of electricity; therefore municipalities are required to develop electricity demand management strategies. The ripple control relay and power factor are some of the strategy used to reduce pressure on the grid. Moreover, MCLM in collaboration with the National Department of Energy have provided households in Munsieville with Solar geysers to reduce demand on the grid.

Type of energy lighting 120000

100000

80000

60000

Axis Axis Title 40000

20000

0 Candles Not (not a Unspecifi Electrcity Gas Paraffin Solar None applicabl valid ed e option) 2011 100788 219 2687 13098 272 310 0 0 2007 80588 189 3035 9986 63 427

Source: Census 2011

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The graph above indicates households with access to various type of energy for lighting. Since 2011 households with access to electricity increased by 125%, which is 20 200 households, from 80 5888 households in 2007 to 100 788 households in 2011. MCLM electricity connection has almost the universal access to all households, there only 13 200 households that needs access to electricity. A majoring of households with no access to electricity are presumed to be staying in informal settlements, which are not proclaimed as township yet.

The challenge remain largely in rural areas wherein there are privately owned land,as well as in the informal settlements such as Tudor Shaft, Orient Hills, Makhulu-Gama, Pongoville, etc are some of the areas that MCLM is unable to provide electricity as these areas are not proclaimed in term of the town planning regulations. The municipality has however provided illumination in informal settlement and rural areas

Roads and Storm-water Management

The total road network of Mogale City is 1,100 km made up of 960 km of paved roads and 140 km of gravel roads. Gravel roads are in the rural areas and with a small number of unpaved roads in the old townships.

Road network can be broken down further into 100 km of main arterial roads and 1000 km of tertiary roads. Main arterial roads are your city-to-city roads whereas tertiary roads are roads within the suburbs.

In the past financial years, job opportunities created through road and storm water management has yielded over 800 jobs. Since 2006, approximately 40 km of roads has been paved. This is additional paved roads out of approximately 1100 km road network in MCLM. In recent past MCLM managed to construct the following roads;

 13.0 km of main arterial road has been resurfaced in Krugersdorp CBD, Kagiso and Munsieville at a cost of R27, 8m.  37.0 km of tertiary road resurfaced in Kagiso, Azaadville, Munsieville, Kenmare and Lewisham at a cost of R28, 6 m. 30

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 10 km of road has been paved in the Rietvallei area.

 2 km of access route in Ethembalethu and Rietfontein Village have already completed.

In the new term of Council the objectives is to continue with paving of gravel roads in the peri - urban areas, such as Tarlton, Magalies, Hekpoort and Muldersdrift. Also we will continue with the rehabilitation and resurfacing of our main arterial and tertiary road network

Moreover, Breaking New Grounds (BNG) housing development, such as Chief Mogale is provided with all requisite basic services of paved roads.

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Eradication of informal settlements

Provision of sustainable human settlement remains one of biggest challenges of government. There was a stepped up effort in provision of housing for the rural poor and various projects are at different stages of development, i.e. from pre-feasibility studies whilst others await township establishment approvals whereas other areas have units that are ready for occupation.

A total of 500 houses of RDP typology were constructed. The major areas of housing delivery are;  Rietvallei Extension 5 phases 1 and 2, which yielded 933 and 585 units respectively  Sinqobile phase 2, with 797 units,  Chief Mogale with 725 units.

The provision of housing also includes conversion of hostels into family units. Whereas work has started at the Kagiso hostel, where 96 new units were completed and which project has stalled because of financial challenges faced by the DLGH. The Munsieville and Commando hostels are under feasibility study for conversion into family units.

In the rural nodes of MCLM, major strides have been made on provision of human settlement. The major areas that have RDP houses are;  Ethembalethu yielded 203 units.  Rietfontein village provided 84 units.  Ga- Mohale 66 units.

A survey conducted by MCLM revealed a total number of 66 informal settlements in the municipality. A large number being in rural nodes, for instance 13 informal settlements were in Tarlton area only. This reflects that despite huge gains in housing development by government, the challenge is a still daunting to eradicate all informal settlements by 2014.

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MCLM has, however, developed a new 5 year housing development plan in order to address this challenge. The strategic plan seeks to pursue partnerships with other private and public entity in order to address this huge challenge.

Building Plan Approvals

During 2011/12 financial year a total number of 685 building plans with a total building floor area of 164 386 m² were approved that will yield a total investment value in Mogale City of R 530 722 847.00 if all buildings are completed.

Land Use Audit of all Land Portions in Mogale City

The land uses on all land were audited with the help of Students of the University of Pretoria, in order to identify all illegal land uses. The Development and Planning Section is in the process of analysing the data in order to address the matter with transgressors and to rectify or stop illegal land uses.

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2.5 ENVIRONMENTAL ANALYSIS Refuse removal MCLM focused on expansion of the refuse collection to areas previously not serviced by the municipality.

Refuse Removal 100000 90000

80000 70000 60000 50000 40000 30000

No.of Households 20000 10000 0 Removed by Removed by local local authority/pri authority/pri Communal Own refuse No rubbish Other vate vate refuse dump dump disposal company company once a week less often 2011 93488 2159 3091 13720 4092 824 2007 75663 1605 2309 10837 3744 130

Source: 2011 Census and 2007 Community Survey

The above graph indicates that the number of households with access to refuse removal services. Households receiving local authority refuse removal services have increased by 23%, which is 17 825 new households, from 75 663 households in 2007 to 93 488 households receiving refuse removal services by MCLM 2011. Approximately 18 000 households still do not refuse removal by MCLM.

Refuse removal expansion Previously, weekly refuse removal took place in areas of Kagiso, Rietvallei, Munsieville, Krugersdorp CBD and surrounding suburbs only. Refuse removal was expanded to areas that were previously not serviced by the municipality. A new service provider has taken over collection of refuse and to expand the service in the following areas; Kagiso, Azaadville, Munsieville, Magaliesburg and Muldersdrift. Through this expansion 77 new jobs were 34

3rd Annual Review of the 5 year IDP, 13/14 IDP created and seven (7) community based contractors were appointed. The expansion ensured that the number of households in the various areas as stated below have access to refuse removal services.  Rietvallei Ext 5 850 households  Rietvallei Ext 3A 298 households  Ga-Mogale 620 households  Skip Containers 14 delivered in the rural areas

Illegal dumping Major challenges that facing MCLM is dealing with the debilitating phenomenon of littering and illegal dumping, which had made the city unsightly and the most pristine areas very unwelcoming. MCLM new plan to address illegal dumping are;

1. Replacement of illegal dumps with small community parks, with trees planted 2. Clean-up campaigns are conducted in hotspots such as Boltonia, Azaadville, Apple Park, Swaneville and Munsieville. 3. Awareness education campaigns were also carried out in Hekpoort and Magaliesburg schools, while concrete pavement litter bins were placed in the following areas:  135 in the CBD;  12 in Kagiso;  6 in Magaliesburg;  5 in Munsieville and  10 in Azaadville.

Alien Invasive Vegetation Eradication Programmes

Eradication of alien vegetation, especially along the water catchment systems has been identified as one of the environmental problems. MCLM in collaboration with Department of Water Affairs co-ordinated four alien invasive vegetation eradication programmes. Since 2006 more than 2000ha of land affected by alien invasive plants like blue gum and black wattle have been cleared.

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Landfill Management Waste management, in particular management landfill sites is crucial mandate of local government. MCLM has two operational landfills, Luipaardvlei and Magaliesburg. The site does not have operating permit. The municipality is in the EIA process with regards to expansion of luipaardvlei landfill. Magaliesburg landfill site decommissioning, MCLM is in the process of identifying alternative site.

Parks and Cemeteries MCLM Public Parks serves not only as recreational activities, but also provides aesthetic view of the area. Kagiso Regional Park is a R11million multi-year project that is currently in phase 2. It included development of amphitheatre, picnic spots, braai areas, ablution facilities, parking areas and landscape gardens. Azaadville Park, has been another development, which was constructed to the tune of R3.6m, yielding a total of 37 job opportunities. The park contains a children road safety area, picnic spots, a maze, two ablution facilities, a multi-purpose court, a volley ball court and various play grounds. The Park was officially handed over to the community in 2010. Planning for Phase 2 of Azaadville park, which includes BMX ride park, has commenced.

One of the most problematic issues was the lack of cemeteries for rural communities. Rural communities had to contend with the long distance they had to travel to bury their loved ones because cemeteries were located in town, and often most did not have transport to ferry their deceased. To compound matters, local farmers often refused for poor families to bury their deceased on their properties. MCLM developed cemeteries in each of the rural areas, Magaliesburg, Tarlton, Hekpoort and Muldersdrift.

Land was purchased, EIA’s conducted and cemeteries were developed in Muldersdrift, Hekpoort, and Tarlton and officially commissioned in 2007. Through these construction projects more than 55 temporary jobs were created in the local community. Each of the cemeteries is now within 20km radius from most community settlements. These cemeteries are fully fenced and have tarmac access roads. The cemeteries also have ablution facilities and caretakers were appointed from each ward.

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MIG funding of R12m was secured for the expansion of the Kagiso Cemetery. An EIA was conducted. Solar and wind energy will be used at the Kagiso cemetery and will be the first cemetery in the country operating on solar energy. Harmony Gold Mines donated 54 Ha of land for the expansion of Kagiso cemetery.

The municipality has also engaged a private developer through a competitive bidding process to develop a Mausoleum at the Sterkfontein Cemetery. A lease agreement was concluded in 2009 and construction is anticipated to commence by mid-2011. A Mausoleum By-Law was also developed to guide the internment of deceased in the mausoleum. The purpose of this initiative is to provide an alternative burial method and safe burial space in the long run.

Job creation from Environmental Management Job creation through MCLM programmes, such as Department of Integrated Environmental Management, from June - Dec 2012 has provided several job opportunities . This includes;

 29 job opportunities through Kagiso Regional park phase 2  28 job opportunities through Azaadville park phase 2  407 job opportunities through grass cutting projects.  70 job opportunities from waste management project, established together with Tedcor.

The 2013/4 IDP Environmental Management programme is expected to provide further job opportunities.

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2.5 SOCIAL ANALYSIS

The social programme of the MCLM has been largely based on creating social upliftment and social recreational activities. The achievements include increased households that have been assisted through the indigent registration and support of vulnerable groups, such as children, women and the disabled.

Social Upliftment In the previous 5 years, there were approximately 18000 households registered in the indigent register. This was achieved through the mass campaigns led by the Executive Mayor. Recently, MCLM embarked on a decentralisation programme for indigent offices and is making them available in various areas of the city. A new interactive website has been introduced to reduce service requests at our customer points. The aim is to assist all households, especially the poor community to life a better life.

Vulnerable and Special Groups Government acknowledges that children, women and the disabled are vulnerable groups in poverty situations and usually lack opportunities to break away from the situation. Thus, the following programmes are in place;

Local Programme of Action for Children (LPAC) Early Childhood Development Centres Early Childhood Development (ECD) programme is dedicated to children between 0-6 years. The programme has targeted the crèches facilities. MCLM has completed audit of all ECD centres to determine the status of readiness of registration, check the qualification of care givers and assist to register them. Registered ECD centres receive a government subsidy of R9 per day per child. In addition two Early Childhood Development Centres were completed in Munsieville and Kagiso respectively during the 2009/10 financial year.

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Orphans and Vulnerable Children Orphans and vulnerable children programme targets children with one or both parents that are deceased, children that do have parental guidance and support as well as child headed families. Mogale City has collected data on orphans and vulnerable children from schools and non-governmental organisation. The children in the database are linked to the Bana Pele Programme, which beneficiaries receive school uniform, school fees exemption, and school nutrition and government social grants.

Construction of Multi-Purpose Community Centres

Kagiso Multi-Purpose Community Centre

Phase 1 which is the Early Childhood Development Centre (ECDC) was completed with relevant infrastructure that includes water; sewer; and plumbing. Also the 2,4m high brick boundary, Landscaping for the play area, guard house to control access and the Access Road with motorized steel gate were completed.

As this project is multi- year, phase 2 which is the Old Age Day Care Facility is under construction, whereby earthworks have been completed and most of the foundations have been cast for the various buildings that make up this facility.

Photos Kagiso MPCC (ECDC)

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Munsieville Multi-Purpose Community Centre

Phase 1 - Early Childhood Development Centre (ECDC) was completed with relevant infrastructure that includes water; sewer; and plumbing. The 2,4m high brick boundary, Landscaping for the play area and the guard house to control access were also completed.

Because this project is aimed at running across financial years, the work has started on Phase 2 which is the Old Age Day Care Facility. Earthworks and foundations have been completed and the building construction is proceeding.

Photos Munsieville MPCC (ECDC)

JOB CREATION

A total of 76 jobs that included male, female, youth and disabled were created during the construction of Kagiso and Munseville MPCCs.

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Gender Base Programmes Gender forum Gender forum consists of both women and men to address social issues, such as gender based violence. There are 30 volunteers trained to do awareness during 16 days of activism against women and children campaign.

Maternal health The maternal health programme aims to assist educate and support women in the prevention of cervical cancer, mother to child transmission as well as teenage pregnancy.

Programmes for the Elderly Elder Support Programme Elderly support programme aims to provide wellness activities to promote healthy lifestyle. This is achieved through a partnership with Non - Governmental Organisation, namely Aged in Action to do morning exercises as well as undertake health talks. There are 9 active clubs that participate in the elderly support programme. Moreover, there are quarterly screening programmes, such as chronic disease.

Elderly Sports Programme Elderly sport is a seasonal programme, which is undertaken in partnerships with Gauteng Sport, Art and Recreation. The objectives of the programme are to facilitate the active

Thusong Service Centres

In collaboration with the Office of the Premier, the municipality launched five Thusong Service Centres in Kagiso, Munsieville, Hekpoort, Muldersdrift and Tarlton to enable easy access to government services to the communities.

Skills development programmes in construction and related activities are facilitated in Kagiso and Burgershoop in partnership with the Department of Public Works and the Gauteng Department of Communication and Information Services.

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Libraries Facilities MCLM has 10 community libraries, all with computer centres which have free internet access. All libraries provide daily services of leisure and study reference and reading material. Major library programmes include;  Readathon  Born to read  Public Speaking,  Science Olympiad

These programmes attracts people from various background, in particular the youth. In 2012/13 there were 6 139 youth participating.

Sport facilities During the term of Office, the municipality upgraded some of the sports complexes. These included the following:  Munsieville  Rietvallei 2 & 3  Kagiso Ext. 13  Lusaka  Johanna Botha Park  Kagiso swimming pool

Kagiso Sport complex rejuvenation is a multi-year project, it has been budgeted for R11million for parameter wall-fencing. The complex is planned for the 3 Soccer fields, rugby, cricket fields and in-door sports facilities. In the surrounding, area, 30 sport fields have been graded at an average cost of R75 000,00 per annum

A total headcount of 199 758 accessed our sport facilities, which, were used for amongst others, for the Ward Games, the Patrick Ace Ntsoelengoe Games, co-hosting of the OR Tambo Games and the Mass Participation Programme.

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Ward Games During 2012/13 the Annual Mayor Soccer Tournament, was organised for all youth in wards. R 234 000 was spent on the tournament, winners received R 50,000. R30 000 and R10,000. Other cost included soccer jerseys for all participating teams and trophies for winners.

The Mass Participation Programme activities were sustained at four sport hubs: namely, Munsieville, Kagiso, Lusaka and Muldersdrift. This programme is undertaken in collaboration with the Provincial Department of Sport, Arts, Culture and Recreation. Activities included soccer, netball, aerobics and so forth.

Youth Development Programmes Participation of youth in government programmes is regarded as an influential means to focus on social development. The Office of the Executive Mayor assist with youth development programme in the following areas;

Annual Township Arts Festival. The program intends to engage, support and promote young people who are in the art fraternity. All wards in the municipal area will benefit from this initiative.

Establishment of youth cooperatives In line with the national programme of establishing cooperatives to create more jobs and sustainable livelihoods, Mogale City Local Municipality through the office of the youth liaison officer has undertaken the facilitation of establishing youth cooperatives.

Public Private Partnership Skills Development Programme

Through the partnership TJEKA skills development institution, an agreement has been reached to engage the youth in skills development that include:  Welding,  Boiler making,

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 Bricklaying,  Tiling, Plastering and Plumbing etc. Mogale City Lindi Nzondo Memorial Games

This annual event is named after a heroin of the struggle and former Chief Whip of Mogale City Local Municipality. It seeks to engage young people in sporting activities and thus promoting a culture of healthy lifestyles and responsible citizenry. Youth unemployment and socio-economic development programme. The aim of this program is to offer young men and women training in both technical and entrepreneurial skills. So far the following training programmes have been rolled out.

Mogale City Career Expo This program targets learners in all schools within the jurisdiction of the municipality. It further encourages matriculants who are still not following any career path to look for available careers and pursue them accordingly.

Executive Mayor Bursary Scheme The office of the Executive Mayor has bursary scheme gear to assisting youth to study at tertiary level. The bursary scheme aims to assist deserving post matric students to study at university, technical and technikons.

Learnership Programme The aim of this programme is to provide learnerships in partnership with relevant government and private institutions to the youth of Mogale City.

Youth Business Networking Sessions This initiative is aimed at pulling existing and potential young entrepreneurs together so as they can share experience in so far as business management and economic opportunities are concerned. Capacity building for the leadership of the ward based

Youth Forums The leadership of the ward based youth forums is at the coal face of the implementation of youth development programmes and the municipality has made an undertaking to ensure that such leadership has the requisite skills to face the convoluted day to day running of the

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3rd Annual Review of the 5 year IDP, 13/14 IDP forums. So far the youth forums were engaged in a programme of leadership skills and will in future receive training in business administration and other training that will be identified as relevant to their operations.

Young positive living ambassador programme This programme is driven by young women and men who are infected and affected by HIV/AIDS. The objective of the programme is to educate young people about safe sex, positive living and caring for those who are infected. Public Safety

MCLM has embarked on road safety campaigns and has conducted roadblocks regularly to minimize road accidents and to comply with the National Road Traffic Act. There have been several initiatives to curb land invasion and promote public safety.

The municipality has also been involved on Social Crime Prevention programmes on prevention of women and children abuse. In conjunction with the SAPS the municipality has been active in the operation of the Community Policing Forums.

Visible Policing In an effort to have police visibility, the municipality provided a fleet of vehicles. There are approximately 30 traffic controller vehicles and 54 man and women to assist with safety traffic Management. It is hoped that communities of MCLM is safer with increased policing activity. Moreover, MCLM has over 63 Scholar patrollers to assist with road safety for the school children, in particular the primary school children. Scholar patrollers are used in the morning and afternoon to help small children to cross busy roads. In addition 43 interns have been trained in traffic management.

Road Safety Awareness MCLM has embraced early intervention for awareness safety. The local municipality traffic safety programme targets teenage school children in primary schools all around the city. During previous financial year, 8346 children were trained in the road safety. MCLM intends to continue providing safety awareness to reduce the road fatalities.

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2.6 INSTITUTIONAL ANALYSIS

Municipal Grade The Institutional arrangement of Mogale City as a medium capacity municipality, category B, grade 4 municipality is in terms of the provision of Local Government: Municipal Structures Act, 1998, as amended.

Organogram Mogale City’s organogram reflects that all 6 Section 57 posts are filled and the staff compliment is 1 700 filled posts. The senior level organogram is as follow; Municipal Manager

Programme Management Municipal Management Support Support

EM: Infrastructure EM: Social Services EM: Economic EM: Environmental Chief Financial EM : Corporate Support Services Services Management Office Services

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Employment Equity

The Employment Equity Programme in the City has shown significant progress in all various levels of Management. The number of female managers is slightly lower than that of male managers. The latest figures are as follows; Employment equity figures;

Employment Equity status Male Female 2009/10 Section 57 Managers 4 3 2010/11 5 3 2009/10 Managers 21 9 2010/11 22 10

The table above indicates that Mogale City has a long way to go in addressing the ratio of male to female equity. It is hoped that the employment of female managers would be a priority in addressing employment equity.

An Employment Equity & Transformation (EE&T) Committee has been established and an EE report was finally submitted to the Department of Labour in compliance with the legislation. EE Plan for the municipality was drafted and consultation with labour is in progress. The EE plan serves to ensure fairness with the recruitment of employees from designated groups. With the continued attempts to adhere to the Act, the Municipality is now over-represented in terms of designated groups. In as much as that was achieved, the Municipality remained under-represented within the disabled group. In trying to address the matter a decision was taken in October 2010 to increase the number of disabled workers and to date the Municipality has increased the number of disabled employees to 22.

A language awareness campaign was facilitated for MCLM to create awareness on different languages within MCLM, inclusive of the sign language.

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Employees Wellness Services Office

The Employee Wellness Services Office with its objective of offering assistance to employees, has facilitated the regular and successful hosting of programmes/projects that are aligned to the National Calendar i.e. Wellness Day, Women’s Day, Candle Light Memorial, Condom and STI Week and Mental Health Day. The Office has also heeded the call to commemorate Mandela Day, 16 Days of Activism as well as World AIDS Day.

In addition to that, the office has also facilitated various Employee Assistance Programmes through the following life skills programmes, i.e. Voluntary Counselling and Testing, Drugs and Alcohol dependency sessions, Financial Awareness sessions, including offering various forms of counselling to employees. A majority of employees have benefited from the EAP interventions implemented.

Occupational Health and Safety (OHS) Office The completion of the OHS Compliance Audit was a huge step in ensuring that the Municipality complied with the OHS Act. An OHS System has been developed and awareness campaigns are being conducted about the implementation of the system and compliance. The Municipality is currently 75% compliant in relation to OHS legislation

HIV and Aids Work Plan The impact of HIV and Aids in the work place has been huge, in particular in general labourers. The HIV and Aids work plan has been used to mitigate the impact, through HIV and aids sessions held on:

Audit Committee MCLM has maintained an independent Financial Audit Committee which operates in terms of the provisions of the Local Government: Municipal Systems Act, 2000 and the Municipal Finance Management Act 56 of 2003. In complying with the principles of good governance, the Audit Committee has an approved Audit Committee Charter which has been regularly updated. In the conduct of its duties, the Audit Committee has performed the following activities:

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The quality and integrity of the financial reporting process The system of internal control The organisation’s process for monitoring compliance with laws and regulations and code of conduct Internal and External Audit functions Performance Management The risk management and governance process.

Furthermore, the Audit Committee has effectively overseen and approved the activities of the Internal Audit unit which operates independently in accordance with an approved Internal Audit Charter and the provisions of the Municipal Finance Management Act 56 of 2003. The internal audit unit has shared the results of their work with the external auditors who placed reliance on their work.

Performance Management Both individual performance management of managers reporting to the Accounting Officer and the organisational performance management system are undertaken each year. The organizational Quarterly and Annual performance management reports are submitted to the Performance Audit Committee.

Risk Management An Enterprise Wide Risk Assessment project was conducted during the financial year 2011/12. The Municipality quarterly monitors the most significant risks at an organizational and departmental level. The risk management process is further overseen by the Risk Management Committee team (Risk Champions) and the Audit Committee.

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2.7 SPATIAL DEVELOPMENT ANALYSIS 2.7.1 Major Economic Investments in Mogale City Leratong Intersection

The proposed Leratong Intersection development comprises a Shopping Centre, school, regional taxi facility and approximately 2000 high density residential units. The development once completed will amount to an investment of approximately R2 Billion. The process of the transfer of the Land from the provincial Government to Mogale City is dealt with by the Legal Section and once the process is completed the land availability agreement will be finalized.

The Development and Planning Section is also facilitating the establishment of a Regional Taxi Facility in consultation with Gautrans. Several meetings has taken place with Gautrans, their consultants and the Manager Development and planning to resolve the matter and Gautrans have appointed consultants to conclude an EIA study for the taxi facility and a preliminary design has been completed for the taxi facility, and discussed with the taxi industry. The proposed taxi facility has been workshopped on several occasions with the taxi operators and they have given their support for the project. Gautrans is in the process of appointing contractors through a tender process.

Key West Mall Re-development

Acucap, the owners of the Key West shopping centre has submitted plans for the redevelopment of the Key West Shopping centre.

A pre-approval site development plan for the shopping centre has been granted and all engineering services aspects have been arranged with the Infrastructure Department.

Cradlestone Mall

The Cradle Mall (the Village x1 and x8) will culminate in a shopping centre of 75 000m2 once completed with a total investment value of R 1,5 billion. A pre-approval has been granted on the site development plan for the shopping centre as certain matters are still outstanding.

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Aviato Development

The Development was applied for in terms of the DFA. The MCLM has been instrumental in opposing the objections to the application that was submitted by the Gauteng Department of Economic Development, GDARD and the Cradle Management authority. The Developer is proposing as part of the development to construct 250 RDP houses for workers and to formalize the informal settlements that is present on the land.

Action Ford Development

Action Ford is in process with the application process to the development of a showroom on Voortrekker Road. The development will result in an investment of R 30 million once completed. The developer is in process with the application process on the land and also in process with negotiating the provision of infrastructure to the development.

2.8 Spatial Development Framework

The Municipality has adopted reviewed Spatial Development Framework. In order to give effect to the objectives and strategies Municipality, Spatial Development Framework set out certain key interventions. These are divided into two categories, namely:

 Further studies, plans and policies; and  Catalytic projects and capital investment.

1. Further Studies, Plans and Policies

The following detailed studies, plans and policies are required to deal with specific development challenges and opportunities in more detail:

 The proposed Muldersdrift Spatial Development Framework should provide specific guidance with regard to-

 The nature and intensity of land uses;  The nature of development along the N14/R28 corridor and the transition of the urban environment into the buffer zone;  The linkages with urban development in Johannesburg; and The phased development of the area through an incremental development approach to prevent leap frog development in the area.

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 An Urban Open Space Framework must be compiled for the Mogale City urban areas.  A detailed investigation into the long-term rehabilitation and development potential of the mining land between Krugersdorp and Kagiso must be conducted. Based on the findings of this study, a local spatial development framework must be drafted for the area showing the application of the principles as stated in the section dealing with mining land in the Mogale City Spatial Development Framework.  A township regeneration strategy must be formulated for Mogale City, and must inter alia determine the most viable locations for nodal development in Kagiso and Munsieville.  Urban design frameworks must be formulated for each of the activity nodes and activity spines.  The extent to which low income housing is expected to grow will put severe constraints on the municipality’s financial sustainability. The ability to maintain service extension through infrastructure investment while maintaining a healthy financial position over the long term will become more difficult. In order to support the objectives of the SDF, the development of a complementary infrastructure investment framework for the municipality is strongly recommended.

2. Catalytic Projects and Capital Investment

The following catalytic projects and capital investment focus areas are seen as key priorities for the implementation of the development and spatial restructuring proposals of the SDF.

 Investment in Kagiso to improve the quality of this area. This will include –

 the creation of high quality urban activity nodes and activity streets that are able to accommodate a range of services and facilities;  investment in parks and recreation facilities;  investment in public transport facilities and services; and  investment in the general quality of the public environment.

 Investment in the identified activity spines in the form of-

 social housing;  public transport facilities;  upgrading of the physical and public environment; and  upgrading and maintenance of infrastructure and engineering services.

 Investment in the improvement of the Krugersdorp CBD public environment.

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 The development of Magaliesburg as the first order rural centre and a major tourism hub. This will entail –

 investment in the quality of the public environment;  investment in social and community facilities – especially the creation of a community cluster; and  investment in rural housing development adjacent to the town.

 The development of Tarlton as an agriculture support node for the Gauteng Agricultural Hub. This will entail-

 the establishment of agri-processing plants;  support for small scale, high intensity vegetable farming; and  the development of rural housing.

 The development of Leratong Node as a Secondary Node of regional importance.  Investment in engineering services and road infrastructure to support the development of the Muldersdrift area.  The construction of access roads parallel to the N14 to facilitate the development of the N14 Development Corridor.

The Spatial Development Framework (SDF), sector plan, see SDF map below and Annexure 3 as indication the specific areas of that will be addressed by these studies, plans and policies.

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SECTION 3: Strategic Goals and Inter-Governmental Alignment 3.1 VISION AND MISSION

MCLM has developed vision and mission that is intended to be guiding principles for the long, medium and short term objectives. This is a commitment by MCLM through:

Vision

Immediately after the new 2006 election, the City conceptualizes a vision that would drive the vision for MCLM. As local government is in the forefront of government service delivery. MCLM vision was conceptualized with the view of leavening the idea. Thus MCLM adopted vision is “Quality service delivery for all in Mogale City”

Mission

The principles of providing a quality services delivery is driven by the mission to realize the vision. In this case the mission is “To provide as Integrated Municipal Governance System for improved quality of life for all communities of Mogale City”.

Core Business Values  Integrity  Accountable  Diligent  Considerate  Participative  Responsive

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3.2 STRATEGIC GOALS AND OBJECTIVES

Immediately after the newly elected Council took office in 2011, the political objectives were expressed as Mogale City Strategic objectives of 2006- 2013. The Strategic objectives intend to set a programme in motion for the five-year IDP programme and the annual reviews. The strategic objectives outlined service delivery and infrastructure development, human settlements, local economic development, social services, rural development and environmental sustainability;

Service Delivery and Infrastructure Development The major priority of this strategic goal is job creation through service delivery and infrastructure development. In particular it is the provision of basic services, of water, sanitation, electricity etc, in all areas.

Economic growth and Development The major priority is local economic development, special emphasis is placed on local procurement of goods and services.

Social Development The major priority is on poverty alleviation through social upliftment programme such as indigent management, Local programmes for special groups such as children, women, the disabled and the elderly.

Democracy and Good Governance The engagement of communities through various mechanisms, including Mayoral road shows, enhancement of the role of ward committees and the five identified sectors viz. business, labour, youth, religious grouping and safety The political priorities outlined for administration to implement in Mogale City are as follows:

 To provide sustainable services to the community o Physical infrastructure services

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o Social services o Economic services  To promote a sustainable environmental management system o Open space management (parks, cemeteries) o Municipal health (waste management, public health) o Environmental compliance facilitation  To provide sustainable governance for local communities o Broaden local democracy o Local government accountability  To ensure sustainable governance practices within the Municipality o Corporate governance practices (legal compliance) o Business leadership/management(planning, structuring, culture, performance management, stakeholder relations management, communication)

o Resource management (people management, financial management, ICT management, information / knowledge management, asset management)

Strategic Goal 1: Sustainable services to the community This strategy incorporates three major service delivery areas of Mogale City, which are Infrastructure Management, Social and Economic Services departments.

Infrastructure Service Programme This programme is largely driven by the department of Infrastructure services that include Water and Sanitation, Electricity and Roads and Storm water subunits. It is responsible for large capital infrastructure delivery In Mogale City.

The infrastructure service programme implementation is guided by the Infrastructure Management Strategy. The Strategy remains the overarching plan for increase job opportunities, increase direct public investment, skills development, develop partnerships with local co-operatives and other service providers.

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The major objective of this programme is to address all the basic service delivery backlogs as per National universal assess of basic services by 2014. The 2014 targets are as follow; 1. Universal access to water by 2008 2. Universal access to sanitation by 2010 3. Universal access to roads by 2009-2011. 4. Universal access to electricity by 2012. 5. Eradication of informal Settlement by 2014.

The major challenge in provision of basic services and attain universal access to basic services in some households that reside on privately own land and households that reside in areas not proclaimed for human settlement. It should be noted, that it government policy to provide any public resources in private and un-proclaimed property.

Despite, the challenges above, MCLM implementation programme to address the provision of basic services is carried out through the Municipal Infrastructure Grant (MIG), other grants, with the assistance of Gauteng Housing Department as well as using own funding. The programme focuses on the most urgent target, for instance;

Universal Access to Water

MCLM universal access to water target has been achieved to a large extend. As indicated above, households with no access to piped water are in privately own land. MCLM has dedicated resources to assist these households by providing stand pipes along settlements and in other cases provide tank water.

Universal Access to sanitation

MCLM aims to eradicate all sanitation backlogs. In terms of the sanitation targets programme, there are approximately 7000 households, mainly in the rural areas, that need to be provided with RDP standards of access to basic sanitation.

Universal access to electricity

Electricity availability and access backlogs remains confined to the informal settlements and in rural areas of MCLM. The electrification programmes has focused in providing illumination through high mast lights in informal settlements.

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Eradication of informal settlements

In-migration and farm eviction remains the biggest challenge in MCLM plan to eradicate informal settlements. In-house study of all existing informal settlement in MCLM from June- July 2009 revealed the following;

 There are currently, 66 informal settlements, with 3 large settlements being Tudor Shaft, Soul City, Pango and Makhulu Gama. In the rural areas, there are 63 sporadic informal settlements.  Moreover, MCLM has assisted evicted farmer dwellers on emergency site and services.

Social Services

Social Services department provides crucial service delivery areas through Social upliftment, Public Safety as well as Sport and Recreation units. This programme focuses on social issues of such as:

Social Upliftment sub programme focuses on the following areas:  Poverty alleviation activities such as, facilitation of the indigent’s management. The objectives of this programme are to create safety nets for poor people. A large number of the poorer communities are in the informal areas and in the rural areas.  Empowerment of women, children, youth, the disabled and the elderly is also a major programme of social upliftment. The objective of the sub programme is to provide assistance to vulnerable people of the community in Mogale City.  Public Safety sub-programme provides services in municipal police activities such as;  Road safety policing and public safety encourage community safety through the visible policing of the road traffic. The programme starts with the school children on road safety and scholar patrol.

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Libraries, Sport, Art and Recreation sub-programme is responsible for services such as;

Library outreach programme

This programme aims to attract large number of people to use community libraries around MCLM. There are 10 libraries that provide 6 days per week services to the community. The objective as outlined in the Service delivery and Budget Implementation Plan of the previous financial year involves participation of schools. The programme also provides other services that include, outreach to schools through,

 Readathon,  Born to read.  Maths Olympyaid

Provision of sport facilities and activities.

MCLM has one of the world class sports facilities, for instances, during the 2010 soccer world Cup, Bekker School sports facility in Tarlton was used as training ground for Portuguese soccer team. However, many more sport facilities needs to be improved to this level.

Development and promotion of heritage and arts activities.

MCLM, also known as Cradle of Human Origin, has one of the important Heritage sites. Thus the objective is that heritage is preserved for all to enjoy. The heritage museum is one of the prides of MCLM. It targets’ largely local schools.

Primary Health Care sub-programme focuses on the following areas:

 Management of Primary Health Care Services such as clinics management and operations  Child Health Care Program  Maternal health and family planning  HIV and Aids and disease programme. The strategic programme is to provide access to health care to all communities of Mogale City through provision of health care facilities in close proximity to residences.

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Economic Services

The Economic Services Programme is part of the strategic objective 1 of sustainable services to the community. The intension of this programmes to provides sustainable local economic development. The Economy Service Department consists of Development Planning, Housing and Enterprise Development.

The sub programme, Development Planning consists of;

 Spatial Planning  Building Control

Development Planning

This sub-programme adjudicates on new building plans, develop spatial development. This sub-programme objective is to facilitate direct investment and thus assists in creating opportunities for job creation.

Meanwhile, the rural development sub- programme is responsible for rural development programme and assist in cases of farm evictions. The major objective is to assist in formalising settlements, through site and services. Moreover, other activities are to assist people evicted from farm areas and other emergency relief in the surrounding areas. The

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Human Settlement

Housing delivery is facilitated through the housing unit, which works together with Gauteng Department of Housing (GDoH). The sub-unit is responsible to register, allocate and handover housing unit and title deeds to beneficiaries

The municipality has developed a five year Housing Plan for the city as well as a database of existing informal settlements in Mogale City. Awareness campaigns to inform communities about the status of their informal settlements in our development plans.

The recently constructed housing development that are to continue in the new 5 year term of Council are:

 Chief Mogale Housing Development.  Rietvallei  Ethembalethu etc

The Enterprise Development sub- unit on the other hand has;

 tourism development,  SMME, and  business licensing.

Increase of tourism

Tourism is set to provide redirect and indirect job opportunities. MCLM tourism programme is to leverage on the Cradle of Human-kind, Sterkfontein Caves, Maropeng, as major tourist destinations in the area. In addition, the programme sets to further develop township tourism as a new platform for tourism. Kagiso and Munsieville Tourism route have been developed. Expansion of the tourism to these areas is expected to have some economic spin-off.

Assistance of Small Business

The objective is to facilitate local investment, small business development and job creation. Moreover, it provides service by assisting in formalisation of informal business as well as the establishment of new business in Mogale City.

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Strategic Goal 2: to promote a sound environmental management system

The promotion of sound environmental management system is objective that is largely driven through by the programme of Integrated Environmental Management. The programme further has the sub-programme of;

Environmental Management

The goal of this strategic programme is to deliver services of:

 Manage refuse removal, recycle and minimise waste at the municipal landfill sites.  Promote urban greening, open spaces management and management of municipal parks.  Promote sustainable environmental management and mitigate all environmental impacts.  Municipal Health Services  The municipal health programme focuses on the prevention of illegal dumping and promotion of refuse removal. The management of landfill sites of Luipaardvlei and Magaliesburg remains the major part of this programme. The objectives of the programme is to minimize, reduce and recycle all waste in MCLM.  Parks and Cemetery Management  The development of rural cemeteries in Tarlton, Muldersdrift, Magaliesburg and Hekpoort has been the most successful outcome of this strategic goal. The development parks such as the Azaadville and Kagiso regional park are some of the achievements of the programme.

Strategic Goal 3: To provide sound governance for local communities

This strategic goal, especially a sub-program of broadening democracy, refers to both political and administrative responsibilities in the offices of the Executive Mayor, Speaker and the Office of the Municipal Manager. The programme is largely responsible for public participation activities, such as that of the IDP and Budget process.

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Local Government: Systems Act and Municipal Finance Management Act provide that Municipal governance programme should incorporate public participation process that includes community inputs in the IDP and the budget. During the month of November, Mogale City engaged the local community on Service Delivery and Budget Implementation Plan reports and finance report. Meanwhile, the ward committee and the public are requested to provide inputs on the new IDP as well as provide proposals on the budget for the new financial year.

The programme of promoting sound governance includes;

 IDP and Performance Management  Internal Audit Unit  Financial Audit Committee and Performance Audit Committee.

In the sub-programme of ensuring local government accountable, which is also in the strategic goal 3, the key driver is the finance management department. This department programme is to ensure that the municipal finances are well managed in accordance with the required legislative procedure. The department consists of the following sub-units:

 Treasury and Budget Office  Expenditure  Revenue and  Supply Chain Management

Strategic Goal 4: to ensure sound governance practices within the Municipality This strategic goal refers to institutional management improvement issues, which is largely in the programme of corporate management. This involves;

 Institutional transformation and management.  Training and skill management.  Human Resource management.

The corporate support management programme has the following sub-units;

 Corporate Services

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 Legal Services  Secretariat  Human Resource Management

The objective of the programme is to ensure that the City provide all stakeholders with the quality municipal practice.

 Programmes  Projects Inter-Governmental Alignment

The City has always subscribed to the spirit of co-operative governance in order to ensure that government efforts of service delivery are aligned. The IGR Framework Act 13 of 2005 requires all spheres of government to coordinate communicate and effectively align integrated service delivery. The Act provides a legislative platform to intergovernmental Alignment, which refers to the following:

• Alignment of budgets across all spheres of government;

• Consult other organs of state (including inter-municipal cooperation); • Coordinate actions on policy to maximise impact; • Avoid unnecessary and wasteful duplication of efforts; • Share information across spheres and respond promptly to community needs; and • Ensure joint participation in inter-governmental structures

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3.3 ALIGNMENT TO NATIONAL AND PROVINCIAL GOVERNMENT STRATEGIES

MCLM, within the spirit of Inter-government relations, supports and aligned to the national and provincial strategies such as Government 12 Outcome Delivery Agreement, National Development Perspective, Local Government Turn- around Strategy, Gauteng wide priorities and programme of Action, MEC Comments on 2009/10 IDP, Gauteng Global City Region, and establishment programme 2016 and 2022 Unit-city and Metropolitan for the West Rand District constituent municipalities.

National Development Plan National Development Plan has been developed by the 2011 by the Presidential appointed National Commission, chaired by Cyril Ramaphosa. The plan provides a path for development in South Africa for the next 20 year.

The plan “helps us to chart a new course. It focuses on putting in place the things that people need to grasp opportunities such as education and public transport and to broaden the opportunities through economic growth and the availability of jobs. Everything in the plan is aimed at reducing poverty and inequality. Our view is that government should shift the balance of spending towards programmes that help people improve their own lives and those of their children and the communities they live in”.5

The major components of the national Development Plan are:  Create 11 million jobs by 2030  Expand Infrastructure  Use resources properly  Quality education  Quality health care  Building capable state  Fight Corruption  Unite the nation

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Government 12 Outcome Delivery Agreement

In Mid-2010, Government developed 12 Outcomes as key focus areas of work until 2014. It is a negotiated agreement between the key stakeholders of government. The Minister of Corporate Governance and Tradition Leadership and SALGA have agreed to consider critical role of local government in the total spectrum of the 12 Outcomes in particular Outcome 9.

The vision of Outcome 9

The vision of Outcome 9 is a responsive, accountable, effective and efficient local government system whereby we have restored the confidence of our people in the local sphere of government as the primary expression of the developmental state by 2011 and beyond. Key ways to achieve this vision are by:

i. Ensuring that municipalities meet the basic service needs of communities ii. Building clean, effective, efficient, responsive and accountable local government iii. Improving performance and professionalism in municipalities iv. Improving national and provincial policy, oversight and support. v. Strengthening partnerships between local government, communities and civil society The output objectives set-out on the Outcome 9 are as follows;

Outcome: 9 Outputs

Output 1: Improve access to basic services

Sub outputs: Improve universal access to basic services by 2014 as follows:

– Water from 92% to 100%

– Sanitation from 69% to 100%

– Refuse removal from 64% to 75%

– Electricity from 81% to 92%

• Establishment of Bulk Infrastructure Fund

• Establishment of special purpose vehicle for municipal infrastructure

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Output 2: Implement the Community Work Programme

Sub outputs:

• Implement the CWP in at least 2 wards per municipality

• CWP to support the creation of 4.5 million EPWP job opportunities

• 30% of all CWP job opportunities can be associated with functional co-operatives at local levels by 2014

Output 3: Action supportive of Human Settlement outcomes

Sub outputs:

• Initiating actions to increase densities in Metros and large towns by 2014

• Release public land for low income and affordable housing to support delivery of 400 000 housing units in well located land

Output 4: Deepen democracy through a refined ward committee model

Sub outputs:

• Broaden participation of and better organise various sectors at local level

• New approach to better resource and fund work and activities of Ward Communities

• Put support measure in place to ensure at least 90% of Wards are fully functional.

Output 5: Improve Municipal Finance and Administrative capacity

Sub – outputs:

• Unqualified Audit from municipalities

• Average monthly collection on billing raised to 90%

• Debtor more than 50% of own revenue from 24% to 12%

• Ensure that percentage of municipalities that are overspending on OPEX improve 8% to 4%;

• Municipalities under-spending on CAPEX reduce from 63% to 30%

• Spending less 5% on OPEX repairs and maintenance reduce from 92% to 45%

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2014 Vision As part of South Africa’s celebration of 10 years of democracy, National Government formulated Vision 2014 to guide itself for the next ten years. The vision is to build a society that is truly united, non-racial, non-sexist and democratic. Central to this is a single and integrated economy that benefits all. The combination of some of the most important targets and objectives making up Vision 2014 are as follows:  Reduce unemployment by half through new jobs, skills development, assistance to small businesses, opportunities for self-employment and sustainable community livelihoods.  Reduce poverty by half through economic development, comprehensive social security, land reform and improved household and community assets.  Provide the skills required by the economy, build capacity and provide resources across society to encourage self-employment with an education system that is geared for productive work, good citizenship and a caring society.  Ensure that all South Africans, including especially the poor and those at risk – children youth, women, the aged and people with disabilities – are fully able to exercise their constitutional rights and enjoy the full dignity of freedom.  Compassionate government service to the people: national, provincial and local public representatives who are accessible; and citizens who know their rights and insist on fair treatment and efficient service.  Massively reduce health risks such as tuberculoses, diabetes, malnutrition and maternal deaths and turn the tide against HIV and AIDS, and, working with the rest of Southern Africa, strive to eliminate malaria, and improve services to achieve a better national health profile and reduction of preventable causes of death, including violent crime and road accidents.  Significantly reduce the number of serious and priority crimes as well as cases awaiting trial, with a society that actively challenges crime and corruption, and with programmes that also address the social roots of criminality.  Position South Africa strategically as an effective force in global relations, with vibrant and balanced trade and other relations with countries of the South and the North, and in an Africa that is growing, prospering and benefiting all Africans, especially the poor.

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National Spatial Development Perspective Government is committed to economic growth, employment creation, sustainable service delivery, poverty alleviation programmes and the eradication of historic inequalities. In order to ensure that infrastructure investment and development programmes are channelled towards these objectives, the National Spatial Development Perspective (NSDP) was formulated. The principles enshrined in the NSDP are thus of great importance to local government investment, through the IDP and capital expenditure.

The National Spatial Development Vision is as follows: South Africa will become a nation in which investment in infrastructure and development programmes support government’s growth and development objectives:

 By focusing economic growth and employment creation in areas where this is most effective and sustainable;  By supporting restructuring where feasible to ensure greater competitiveness;  By fostering development on the basis of local potential; and  By ensuring that development institutions are able to provide basic needs throughout the country.

The NSDP thus seeks to focus the bulk of fixed investment of government on those areas with the potential for sustainable economic development, as it is in these areas where government’s objectives of promoting economic growth and alleviating poverty will best be achieved.

Gauteng Growth and Development Strategy (GDS)

The GDS is an action-orientated strategy intended to build a sense of provincial unity and responsibility amongst all sectors of society towards reducing poverty and unemployment, creating jobs and ensuring socio-economic transformation in the Province. It provides a practical framework to substantially raise the Province’s growth rate and create substantial numbers of sustainable jobs over the next decade.

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It supports the Province’s and the country’s long term vision of human rights based, just, equitable and fair society in an established democracy.

The vision of the GDS is to ultimately create a better life for all citizens, including the Continent, through:  Long term, sustainable growth of the provincial economy  Meeting the socio-economic development needs of our people  Creating jobs, and  Reducing unemployment and poverty.

The GDS reflects six strategic objectives towards achieving this vision, namely:  Provision of social and economic infrastructure and services that will build sustainable communities and contribute to halving poverty;  Accelerated labour absorbing economic growth that increases per annum and that will create long-term sustainable jobs and contribute to halving unemployment;  Sustainable socio-economic development;  Enhanced government efficiency and cooperative governance;  Deepening participatory democracy, provincial and national unity and citizenship;  Contributing to the successful achievement of NEPAD’s (New Partnership for African Development) goals and objectives. The following are the strategic levers proposed to enact the GDS:

 Provision of an accessible, affordable, reliable, integrated and environmentally sustainable public transport system.  Gautrain.  Provision of housing.  Public safety and urban information system.  2010 Football World Cup.  Public health services.  Human resource development.  Small Medium Micro Enterprise (SMME) Support.

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 Broad Based Black Economic Empowerment (BBBEE).  Social development.  Government institutional efficiencies.  NEPAD.

The National 2014 Vision, National Spatial Development Perspective and Gauteng Growth and Development Strategy have the following collective objectives:  a commitment towards economic growth  employment creation  sustainable service delivery  poverty alleviation programmes, and  the eradication of historic inequalities.

Gauteng Global City Region Perspective (GCR)

Objective of the GCR is to build Gauteng as an integrated and globally competitive region, where the economic activities of different parts of the province complement each other in consolidating Gauteng as an economic hub of Africa and an internationally recognised global city-region. Gauteng as a globally competitive region will be characterised by the following common features:  Clear leadership  A vision and strategy  Effective institutional relations  Strong economic clusters, with a particular view to building new growth sectors  Good telecommunications and business linkages  ‘Spatial coalitions’ of partners working together – primarily government, business and social partners  A balanced approach to development, that actively incorporates and seeks to spread benefit to the poor.

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Local Government Turnaround Strategy Emanating from the assessment of local government by the Department of Cooperative Governance and Traditional affairs was the state of local government report which identified the major setbacks of this sphere of government. The report revealed that municipalities were characterised by underperformance and dysfunctionality. Contributory factors to the aforementioned challenges is the continued lack of sufficient resources to meet the ever increasing community needs and incapacity in terms of the necessary skills required to fulfil local government’s constitutional mandate. After a lengthy process of broad consultation with a variety of stakeholders, the Department of Cooperative Governance has developed a turnaround strategy that provides a framework for all role players to contribute to the provision of an enabling environment for municipalities to carry out their legislative mandate. Components of the Turnaround strategy are listed below:  Addressing immediate financial and administrative problems in municipalities  Regulations to stem indiscriminate hiring and firing  Ensure & implement a transparent municipal supply chain management system  Strengthen Ward Committee capacity & implement new ward committee governance model  National and provincial commitments in IDPs  Differentiated responsibilities and simplified IDPs (agreement with each municipality on the ideals scope of functions to be provided and how best the State can support service delivery through intergovernmental agency arrangements).  Funding and capacity strategy for municipal infrastructure (funding and capacity strategy for municipal infrastructure in rural areas including extending MIG grant to 2018 and utilising annual allocations to municipalities for repayment of loans in order to accelerate delivery)  Intergovernmental agreement with metros on informal settlement upgrade including alignment of MIG (Cities) and Housing Subsidy grants  Review and rearrange capacity grants & programmes, including Siyenza Manje support for a more effective support and intervention programme including Rapid Response Teams and Technical Support Units

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 Upscale Community Works Programme to ensure ward based development systems;  Implement the Revenue Enhancement – Public Mobilisation campaign  Launch the “good citizenship” campaign, focusing on governance values to unite the nation and mobilize involvement in local development affairs  Preparations for next term of local government inspire public confidence including commitment by political parties to put up credible candidates for elections.

Mogale City Local Municipality has ensured that there is conformity by aligning its local strategy to the local government turnaround strategy. Furthermore Section E has projects that will ensure that the objects of the strategy are realised.

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Target Perspective In order to address the community priorities as set- out in Community inputs database collated after the IDP mayoral road-shows. MCLM outlines a target perspective which, priority projects would be attended in the Medium Term Budget Framework. This perspective set out to align the Budget limitation and equitable distribution of the resources set in accordance with the strategic goals of the municipality.

6.1 Strategic Goal 1: To provide sustainable services to the community STRATEGIC Require Baseline 13/14 14/15 15/16 16/17 -ment OBJECTIVES PERFORMANCE INDICATOR

Physical  New paved roads urban (km) 1 150 1 033 23 24 30 30 infrastructure  New paved roads peri-urban (km) 120 0 25 30 30 35 services Roads  Main arterial roads upgrades (km) 20.8 - 5 5 5 5.8 (Urban and peri- urban)  Pavement management system priority one paved 60 12.9 20 20 20 20 roads maintained (km per annum)  Gravel roads maintained (km per annum) 150 137.3 108 84 54 24

 New storm water drainage (km) 36 1.4 2 2.5 3 3

 Storm water flooding as a result of avoidable network 0 1 0 0 0 0 defaults (n)

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6.1 Strategic Goal 1: To provide sustainable services to the community…continues…

Water STRATEGIC PERFORMANCE Require Baseli 13/14 14/15 15/16 INDICATOR -ment ne / (Urban and peri- OBJECTIVES Curren urban) t

 Potable water quality standards met (%) 100 95 95 97 97 97

 Potable water loss (%) (norm 15) 15 31 25 18 15 15

 New community water connections 100 100 100 100 100 100 applied for versus installed (%) (residential, business)  Water required in informal settlements 100 100 100 100 100 100 versus provided (%) (site and services)  Prepaid meters installed (n) 75 000 8 000 12 000 14 000 14 000 14 000

 Water network maintenance planned 100 100 95 95 95 95 versus performed (%)  Bulk water capacity available (ML) 200 144 - 10 16 30

Sanitation  Bulk sanitation capacity (ML/D) 100 68 10 5 10 -

(Urban and peri-  Performance against National Sanitation 100 45 45 65 70 70 urban) Services standards (%)  New water borne sewer connections 100 100 100 100 100 100 applied for versus installed (%)  Access to sanitation required in informal 100 100 100 100 100 100 settlements versus provided (%) (compliance to basic sanitations service standards)

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STRATEGIC Require- Baseline 13/14 14/15 15/16 16/17 ment / OBJECTIVES PERFORMANCE INDICATOR Current

Electricity  New bulk electricity supply capacity (MVA) 290 165 - - 80 45

(Urban  Electricity distribution capacity versus demand (%) 100 95 95 95 95 95 and peri- urban)  New connections in Mogale City distribution paid for versus 100 100 100 100 100 100 provided (%)  Prepaid electricity meters required versus installed (%) (as 100 100 100 100 100 100 per indigent register)  Street lighting functionality as per priority programme (%) 100 85 98 98 98 98

 New street lights planned versus installed (%) 100 100 100 100 100 100

 Energy saving products applied for versus installed (%) (eg. 100 - 100 100 100 100 solar geysers)  Solar panels installations planned versus implemented (%) 100 - 100 100 100 100

Public  New public amenities planned versus provided (%) 100 100 100 100 100 100 amenities,  Public amenities priority maintenance programmes (n) 8 8 8 8 8 8

Plant and  Compliance to municipal plant and equipment lease 100 100 100 100 100 100 equipment contracts (%)(fleet)  Municipal plant and equipment maintenance planned 100 100 100 100 100 100 versus provided (as per asset maintenance plans) (%) job creation  New FTE jobs created (n) (EPWP) 780 48 110 170 210 230

 Temporary jobs created (n) 2 110 228 380 430 480 570

 Cooperatives engaged in service delivery processes (n) 54 4 8 13 13 15

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6.1 Strategic Goal 1: To provide sustainable services to the community…continues…

STRATEGIC Requir Baseli TARGE TARGE TARGE TARGE TARGE e- ne / T T T T T OBJECTIVES PERFORMANCE INDICATOR ment Curren t 12/13 13/14 14/15 15/16 16/17

Social services  Social upliftment services planned versus provided 100 100 100 100 100 100 100 (%) Community  Library services planned versus provided (%) 100 100 100 100 100 100 100 development  Heritage promotion programmes planned versus 100 67 100 100 100 100 100 (Social upliftment, implemented. services,  Sport and recreation development facilitation 100 84 100 100 100 100 100 library services, planned versus provided (%) heritage,  Public amenities management services planned 100 100 100 100 100 100 100 versus provided (%) arts and culture  Traffic/Security services planned versus provided (%) 100 100 100 100 100 100 100

 Licensing/registration services planned versus 100 100 100 100 100 100 100 provided (%) Programme / projects  New FTE jobs created (n) (EPWP) 240 - 240 240 240 240 240 job creation  Temporary jobs created (n) 240 - 240 240 240 240 240

 Cooperatives engaged in service delivery processes 3 - 1 1 2 2 3 (n) Economic services  Tourism promotion services planned versus provided 100 80 100 100 100 100 100 (%) Enterprise  Value of investments facilitated (Rbil per annum) 3 2 2 3 3 3 3 development  SMME development planned versus developed (%) 100 100 100 100 100 100 100 (Tourism promotion,

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SMME  Urban development services planned versus 100 100 100 100 100 100 100 provided (%) development),  Peri-urban development services planned versus 100 100 100 100 100 100 100 urban and provided (%) peri-urban  Human settlement facilitation services planned 100 90 100 100 100 100 100 development versus provided (%)  Land available versus site and services established 100 - 100 100 100 100 100 planning, human within rural / peri-urban areas (%) settlement  Township developments planned versus established 100 - 100 100 100 100 100 (%) facilitation)

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6.1 Strategic Goal 1: To provide sustainable services to the community…continues…

STRATEGIC Require Baseline TARGE TARGE TARGE TARGE TARGE -ment / T T T T T OBJECTIVES PERFORMANCE INDICATOR Current 12/13 13/14 14/15 15/16 16/17

Economic services

Programme / projects  New FTE jobs created (n) (EPWP) - - 30 30 30 30 30 job creation  Temporary jobs created (n) - 741 1 500 2 150 3 150 4 150 5 000

 Cooperatives engaged in service delivery 10 - 6 10 10 10 10 processes (n)

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6.2 Strategic Goal 2: To promote sustainable environmental management

Strategic PERFORMANCE INDICATOR Require Baseline 12/13 13/14 14/15 15/16 16/17 ment

Open space  Regional parks provided (n) 3 3 3 3 3 3 3 management  Residential parks provided (n) 4 4 4 4 4 4 4 (Parks, cemeteries)  New cemeteries provided (n) 2 - - 2 2 2 2

 Cemeteries services planned versus provided (%) 100 90 100 100 100 100 100

 Park services planned versus provided (%) 100 90 100 100 100 100 100

Programme /  New FTE jobs created (n) (EPWP) 50 50 60 60 70 75 80 projects job creation  Temporary jobs created (n) 800 800 850 900 900 950 1000

 Cooperatives engaged (n) 2 - 3 3 4 4 4

Municipal  Waste management services planned versus provided (%) 100 90 100 100 100 100 100 health  Municipal health programmes implemented (n) 9 9 9 9 9 9 9

Programme /  New FTE jobs created (n) (EPWP) - 10 20 30 10 10 10 projects job creation  Temporary jobs created (n) 80 80 80 80 80 80 80

 Cooperatives engaged (n) 7 - - 6 6 6 6

Environmental  Green projects ,(n) (waste to energy project) 1 1 1 1 1 1 1 compliance facilitation  Environmental compliance facilitation services planned 100 100 100 100 100 100 100 versus provided (%)

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6.3 Strategic Goal 3: To provide sustainable governance for local communities

STRATEGIC Requir Baseline 13/14 14/15 15/16 16/17 e- / OBJECTIVES PERFORMANCE INDICATOR ment Current

Broaden local  Ward committees established (n) 34 32 34 34 34 34 democracy  Functional Ward committees (n) 34 18 34 34 34 34

 Council committees sittings conducted (n) 4 11 4 4 4 4

 Councillors development programmes conducted (n) 5 1 5 5 5 5

 Ward committee development programmes implemented 8 2 8 8 8 8 (n)  Public participation events conducted (n) 30 23 30 30 30 30

 IDP stakeholder forum meetings conducted (n) 4 - 4 4 4 4

 Special projects (n) 18 13 18 18 18 18

 Sector meetings for MMC’s (n) 40 - 40 40 40 40

 Community ward meetings (n) 136 18 136 136 136 136

 Ward committee meetings (n) (per ward per month) 408 - 408 408 408 408

Local  Reports required in terms of legislation provided within 100 100 100 100 100 100 government specified time (%) accountability  Compliance to Legislation (%) 100 90 100 100 100 100

 Community queries / petitions received versus responded 100 90 100 100 100 100 to (%)

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6.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality

STRATEGIC PERFORMANCE INDICATOR Require- Baseline 12/13 13/14 14/15 15/16 T ment / OBJECTIVES Current 16/17

Corporate  Policies planned to be developed / reviewed versus 100 90 100 100 100 100 100 governance developed / reviewed (%) practices  Compliance to regulatory framework (%) 100 80 90 100 100 100 100

(Legal  Council resolutions taken versus executed within 100 30 100 100 100 100 100 compliance, specified time (%) (depending on availability of resources) oversight)  Risk maturity rating (level) 5 3.3 4 4.5 4.5 4.5 4.5

 Audit queries received versus corrective action taken 100 45 100 100 100 100 100 (%) Business  Employee satisfaction rating based on areas within 60 - - 50 - 60 - leadership / management control / influence (%) management  Business performance rating (index %) 100 75 80 85 90 90 90

(Planning,  Internal client satisfaction rating (%) 80 - 60 65 70 75 80 structuring,  External client satisfaction rating (%) 70 - 40 45 50 55 60 culture, performance  Organisational image rating (%) 60 - 50 - 55 - 60

management,  SLA’s required versus signed within agreed upon time 100 80 85 85 85 90 90 stakeholder (%)  Stakeholder forum functionality defaults detected 100 - 100 100 100 100 100 versus addressed (%)

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 Unqualified audit opinion (level) (financial and Unqualifi Unqualif Unqua Unqua Clean Clean Clean performance) ed / clean ied lified lified

People  Funded positions filled (%) 100 80 85 90 90 90 90 management  Positions on structure filled (%) 100 82 85 90 90 90 90

 Training interventions (n) 55 45 55 55 55 55 55

 Equity plan targets met (%) (previously 100 53 60 65 70 75 80 disadvantaged and persons with disabilities)  Labour relations issues lodged versus attended to 100 20 60 80 90 90 90 within regulatory guidelines (%)

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6.4 Strategic Goal 4: To ensure sustainable governance practices within the Municipality…continues…

STRATEGIC Require- Baseline 12/13 13/14 14/15 15/16 16/17 ment OBJECTIVES PERFORMANCE INDICATOR

Financial  Variance on operational budget spent (%) 6 6.3 6 6 6 6 6

management  Capital budget spent (%) 90 95.4 90 90 90 90 90

 Revenue collection rate (%) 100 96 96 96 97 97 98

 Goods / services / assets planned to be procured 100 90 95 95 95 95 95 versus procured (%)  Local enterprise procurement spent versus total 40 38 40 40 40 40 40 budgeted (%) KIM  ICT plan targets met (%) 100 65 70 75 80 85 85

Information /  Knowledge management programmes planned 100 - 100 100 100 100 100 knowledge versus implemented (%) management  Impact evaluation research projects conducted 3 - 1 3 3 3 3 (n) (municipality wide) Asset  Fixed assets registered versus actual assets (%) 100 95 100 100 100 100 100 management(Fixed assets &consumables)  Movable assets registered versus actual assets 100 95 100 100 100 100 100 (%) Programme / project  Programme / projects completed on time (%) 100 80 90 90 90 90 90 management  Programmes / projects completed within budget 100 90 90 90 90 90 90 (%)  Internal temporary jobs opportunities created - 650 1 000 1 100 1 200 1 300 1 400 (n)

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SECTION 4: COMMUNITY OUTREACH

4.1 INTRODUCTION

Community involvement, especially soliciting the community priorities and inputs, is a critical part of the IDP. In terms of the provisions of Chapter 4 of the Local Government: Municipal Systems Act, 2000; municipality should encourage and create conditions for, the local community to participate in the affairs of the municipality.

The MCLM public participation programme has 4 major pillars, namely, public Mayoral Road shows, Ward Committees with Ward offices and Community liaison offices as community outreach.

As indicated previously, the major components of the IDP Community outreach is undertaken through the IDP Mayoral Road shows. The IDP road shows have assisted the MCLM to develop a community inputs database. The MCLM has approximately 900 inputs that are raised as wish-list by the community in the entire Mogale City.

MCLM has, however, undertaken the following IDP cluster wards and sector meetings during the November IDP Mayoral show. In this road shows the purpose is for the following;

1. Request community inputs for the 2013/14 IDP draft. 2. Provide a feedback report on the 2012/13 IDP/ Budget and Mid-year SDBIP.

4.2 COMMUNITY OUT REACH PROGRAMME Communication Programme

Notices were sent prior to the commencement date of the feedback sessions. Pamphlets and posters are developed and disseminated across MCLM aimed at reaching out to all the communities. The support and assistance utilized the following means of communication:

 Pamphlets and house to house knock and drop.  Posters at strategic areas  Loud hailing, mobilization through Ward based IDP Task teams.  Public notices of all IDP sessions are placed on MCLM website and in local newspaper , Krugersdorp News and regional newspaper Sowetan and Beeld

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Venues

All venues were selected in a manner that ensured and enhanced easy access for all community members to attend and were ward cluster based considering size and distance. Time chosen for the meetings also ensured maximum attendance of all the households. MCLM makes transport arrangement to the venue for people in the adjacent ward areas.

Major road- shows meeting took place in the following venue;

Venue Date Cluster Wards

Magaliesburg Community Saturday, 13 Nov: Ward 30 Centre

Muldersdrift MPCC Sunday, 14 28, 29 Nov:

Munsieville Tuesday, 16 Nov: 24 and 27 Hall

Lusaka MPCC Wednesday, 17 Nov: 1,2 and 3

Kagiso Hall Thursday, 18 Nov: 4,5,6,7,8,9,10,11,12,13,14, 15, 16,17,18 and 19

Krugersdorp, Friday, 19 Sectoral Meeting Nov; Council Chamber

Centenary Hall, Tuesday, 23 Nov: 20,21 Krugersdorp

Presentations

The Mayoral Committee members were deployed by the Office of the Executive Mayor through the assistance of the Executive Manager also extending the notices to Executive Managers who then were responsible for deployment of officials respectively. Members of the Mayoral Committee led the proceedings wherein the Executive Mayor made presentations.

The main objective of the presentation was

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 To gather or get needs from communities which would culminate into ward cluster priorities that will ultimately be consolidated into MCLM priorities and  To educate our communities on how they should be involved in the process of decision making of the local municipality.

The presentation focused on the following areas:

 Performance Report on Service Delivery achievements for the past financial year and  Key future initiatives and proposals for the forthcoming financial year of 2013/14.

OVERVIEW OF THE PRESENTATION

Language

A broad presentation was prepared in two languages (English, and Tswana) in order to facilitate maximum participation. The Executive Mayor would translate the presentation into a unanimously acceptable and agreed upon African language to cater for those who need translation.

Feedback Session, Cluster Ward Committee Community Meetings

The Ward cluster based sessions and sector meetings feedback for the November IDP roadshow Report has been prepared, see the attached Annexures 1. The community needs made by sectors and community meetings has been integrated in the current draft 2013/14 IDP. A second round of the IDP Public participation process, IDP round shows would be arranged in April 2013.

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Analysis and Synthesis of Feedback Sessions

Outcomes both Capital and Operational & Administrative

CAPITAL OPERATIONAL & ADMINISTRATIVE

Installation and improvement of Increase in the number of Indigence storm water measures in Kagiso registration

Installation of the water stands Job creation, especially for the youth pipes and (chemical toilets) sanitation.

Revamping of Hall in Ext 12 Convening Ward Report back meetings

Building of Clinics in Muldersdrift Installation and repairs of water meters.

Building of both primary and high Repair of Street lights in Rietvallei and Ext schools in Extension 12 & Tarlton / 12 Magaliesburg

Building of Ward Offices for Ward Potholes repairs, grass- cutting, illegal 19 and 27 dumping control

Establishment of Sports Complex Installation of speed humps and general – Hekpoort road maintenance

Arranging Mayoral and Management Road shows

Visibility of Public Safety officials

Preferential procurement of local goods and services providers

Handover of title deeds and

Settlement of house allocations disputes

Provision of information regarding Internships, Learnership and Bursaries

Youth Development Strategy

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4.3 ISSUES IDENTIFIED AS PRIORITIES The issues noted were identified in terms of their frequency in most proceedings:

 Housing and provision of sustainable human settlements which should have service to site facilities in all rural areas especially.  Allocation of stands and provision or making land available for development.  Infrastructure maintenance, repairs and installations (lights (Apollo light), water meters (electrical), storm water drainage, roads (potholes and street humps) sewer systems).  Creating or establishment of recreational facilities  Ward Report Back sessions should not to be once off.  Lack of BathoPele practice in offices especially in Revenue Collection and Debt pack offices.  Lack of Eviction and Disaster Management Policy / Strategy for Rural communities. (Intense review and urgent implementation of the Rural Development Strategy with reference to evictions policy and emergency disaster management).  Consider the building of multipurpose, youth and ECD centres, ward offices and clinics or make temporary facilities available).  Improve on provision of facilities for disabled persons.  Indigent Policy Review and developing a Communication Strategy thereof.  Consider creating economic development initiatives and programmes to ensure creation of economically sustainable employment opportunities

Ward Committees

MCLM has 34 wards all with existing ward committees. Ward committees were established through elections that were held in the past financial years and at the moment the functionality summary reflects on those elected committees.

The above explains and further indicates that most of the ward committees established are fully functional and meet their mandates.

The Office of the Speaker receives monthly requests and reports including request for assistance on the following issues from ward committees through ward councillors

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 Proof of residence;  Reports on Service Delivery;  Indigent funeral assistance and support;  Report on Indigent registration;  Ward and block meetings invitation slips and reports;  Facilitation of interventions on ward community problems;  Assistance on bursary scheme and learnerships and  Generally referrals on various issues that requires the office attention;  Petitions.

Ward Offices and Community Liaison Officers

MCLM undertook to establish Ward Offices from 2005, and Council resolved that an Operational Budget be approved to allow the establishment of Ward Offices. The ward offices are managed by the Ward Councillor with the Ward Committee, given administrative support by Community Liaison Officers (CLOs).

Ward Offices and CLOs were established as a base for encouraging functionality of Ward Committees

 Provide administrative support for Ward Committees;  Attend to daily office routine functions that will include referrals and constituency enquiries;  Act as service centres for communities within which sbb b bb ervices will be provided or needed;  Be operational venue or work stations for Community Liaison Officers as well as community led projects  Act as information centres on programmes initiated and driven by the municipality  In supporting Council activities Ward Offices acts as source of reference and custodians of information and record on all Council related matters – Minutes, correspondence, advertisement, IDP documents, Council Agendas and Notices etc.

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SECTION 5: PROJECT PHASE

In terms of Section 26(i) the Local Government: Municipal Systems Act (Act 32 of 2000), municipalities must ensure that an Integrated Development Plan reflects the Key Performance Indicators and Performance Targets. Municipalities must allow the community to participate in the setting of appropriate Key Performance Indicators and Performance Targets for the municipality. Since there are limited resources at MCLM disposal, the municipality cannot satisfy all the identified needs. A prioritisation model was developed so as to ensure that the most pressing needs and government priorities get allocated the necessary resources. The table below lists the identified community needs in order of priority.

No. Urgent needs Important needs Less pressing needs

1 Housing, including Hostels conversion and 10 Cleaning dumping sites/ 17 Development of parks and open spaces rural site and services collection of refuse removal

2. Water and Sanitation especially in Rural 11 Improved service delivery 18 Road markings area

3 Economic development and job creation 12 Sport, Art and recreations 19 Illegal housing activities

4. Roads and storm water maintenance 13 Demarcation of areas for street 20 Rename of street names vendors

5 Electricity supply and street illumination 14 Early Childhood development 21 Provision of pre-paid vending machine

6 HIV/Aids and Health facilities 15 Women Empowerment 22 Provision of business and church sites

7. Social Crime prevention 16 Disability support 23 Human Development

8. Assistance of indigent households

9 Curbing of farm evictions

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Proposed projects are conceived from the community inputs received during the previous Mayoral Roads shows. These projects are a process of the strategic goals set by the Municipality. The projects are link to the strategic goals as follows:

Strategic Goal 1: Sustainable service delivery to the community

Sources Key Performance Implementing Agent 2013/14 2014/15 2015/16 Projects CAPEX of Indicator Funding

Ca1 (13/14 IDP MIG Km of Road and Infrastructure 2 km of road and _ _ Pr 2 Rietvallei Roads storm water Services: Roads 800m of storm water and Surface Drainage constructed

Ca2/13/14 IDP Pr 5 MIG Km of Road and Infrastructure 1.6 km of road and 2.2roads and 2.2 roads and Rietvallei Ext 5 Roads storm water Services: Roads 650m storm water 500m storm water 500m storm water and Storm water constructed

Ca3 (13/14 IDP) MIG Km of Road and Infrastructure Business plan _ _ Pr. 10 Rietvallei Roads storm water Services: Roads amendments and Surface Drainage constructed

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Sources of Key Performance Implementing 2013/14 2014/15 2015/16 Projects CAPEX Funding Indicator Agent

Ca4(13/14 IDP) Pr.7 MIG Km of road and storm Infrastructure Construction of 1.6km of Road and storm _ Muldersdrift Roads and water constructed Services: Roads road and installation of water infrastructure Storm water 0.6km of storm-water. planning

Ca5(13/14 IDP) Pr.9 Ga- MIG Km of road and storm Infrastructure Construction of access _ _ Mogale Roads and Storm water constructed Services: Roads road intersection and water installation of 0.6km of storm-water.

Ca7/(13/14IDP)Pr3. Kagiso MIG Km of road and storm Infrastructure Construction of 1.6km of 2.3 km road 1km of road Ext 13 water constructed Services: Roads road and installation of construction and network 0.6km of storm-water. 0.5 km storm water

Ca8/(13/14IDP)Pr16 MIG Km of road and storm Infrastructure Construction of 1.4km of 1.9km of road and Construction of Sinqobile: Roads and water constructed Services: Roads road and installation of installation of 0.4km 1.7km of road Storm water 0.6km of storm-water. of storm-water

Ca9 (13-14 IDP) Own Km of road and storm Infrastructure Construction of 0.4km _ _ Agriculture Holding funding water constructed Services: Roads bulk storm-water Muldersdrift Road Backlog and Bulk services

Ca10(13-14IDP) Western Own Km of road and storm Infrastructure Construction of 2.km of 2.2km of roads and 3km of road and Rural Areas, Magaliesburg: funding water constructed Services: Roads road and installation of installation of 0.5 installation of Road Backlog and bulk 0.3km of storm-water. km of road 0.5km storm service water pipes.

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Sources Key Performance Implementing 2013/14 2014/15 2015/16 Projects CAPEX of Indicator Agent Funding

Own Km of road and storm Infrastructure Construction of Construction of Construction of Ca11 (13/14 IDP) funding water constructed Services: Roads 1.6km of road and 2.2km of roads and 3km of road and Munsieville Oaktree installation of 0.6km installation of 0.5 km installation of 0.5km Backlog and bulk log of storm-water. of road storm water pipes.

Ca12 (13/14 IDP) taxi % completion of Infrastructure Planning and Feasibility studies _ routes and facilities in the Construction of the Taxi Services: Roads designs new developing area. routes facilities

Ca13 (13/14IDP) % completion of storm- Infrastructure Repairs and _ _ Upgrading of Krugersdorp water constructed Services: Roads construction of 3km main outfall outfall

Ca14 IDP Upgrading of % completion of Infrastructure Planning and Feasibility studies _ existing taxi ranks and construction of taxi Services: Roads designs related infrastructure facilities

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Sources of Key Performance Implementing 2013/14 2014/15 2015/16 Projects CAPEX Funding Indicator Agent

Ca15 Percy Stewart MIG Stages for construction Infrastructure Planning and designs Construction of one Refurbishment of 3 Waste Water Care of the water care Services: anaerobic digesters anaerobic digesters Works works Water and Sanitation Ca16 (13/14 IDP) Pr. MIG Stages for connection Convert and connect _ _ 9 Lusaka Renewals of toilets external toilets Phase 4

Ca 17(13/14 IDP) MIG Stages for construction Construction of the Construction of Construction of the Magaliesburg Waste of the water care 7Mega litres /day Inlet primary BNR Water Care Works works works sedimentation tank

Ca 18(13/14IDP) MIG Stages for construction Refurbishment of the Refurbishment of Refurbishment of the of the water care balancing tank, Inlet the BNR units 2.1 maturation ponds. Flip Human Phase 2 works works and primary and 2.2 as well as sedimentation tanks sludge

Ca19(13/14IDP)Flip Own funding Stages for construction of _ _ Human /MIG construction of Perimeter fencing Perimeter fencing completed

Ca20(13/14IDP) MIG Stages for construction land procurement and Planning and Construction of the Muldersdrift Outfall of the water care EIA process designs WWTW Sewer works

Ca21(13/14IDP) MIG / own Stages for designs of land procurement and Planning and Construction of the Lindley Waste Water funding Lindley WWTW EIA process designs WWTW treatment plant

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Sources Key Performance Implementing 2013/14 2014/15 2015/16 Projects CAPEX of Indicator Funding Agent

Ca22(13/14IDP) ,Pre- MIG No. of pre-paid meters Infrastructure 8000 pre-paid meters installed 10 000 pre-paid 20 000 pre-paid paid water meter installed Services: meters installed meters installed Water and Ca23 (13/14 IDP) Rural MIG Stages for installation of Sanitation Installation of communal Installation of Installation of water and Sanitation households / standpipes and reticulation communal communal Settlements connected networks standpipes and standpipes and to water network reticulation reticulation networks networks

Ca24(13/14IDP) MIG Stages for the EIA process Planning, Construction Laboratory Upgrade construction of the water designs and laboratory construction

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PROJECT NAME Source of Key Implementing 2013/14 2014/15 2015/16 funding Performance Indicator Agent Ca25(13/14IDP) /IDP Own % upgrade Infrastructure: Construction and _ _ Munsieville Ext 5 Bulk Sewer funding Water and commissioning of bulk sewer /loan Sanitation and related infrastructure Ca26(13/14IDP) funding % construction Construction of bulk sewer and Construction and Millsite Bulk Sewer Pipeline Completed related infrastructure commissioning of Replacement bulk sewer and related infrastructure Ca27(13/14IDP) % construction 100% construction completion _ _ Lusaka Ext 2 & 3 Renewals Completed and commissioning – Phase 3 Ca28(13/14IDP) % construction EIA process and construction _ _ Erf 178 Kenmare Sewer Completed Pump station Ca39(13/14IDP) % Planning for EIA process _ _ Magaliesburg Bulk Water construction Pipeline Ca40 13/14 IDP Chief % construction Installation of bulk water main Installation of bulk Installation of Mogale Bulk Water Completed and related network to support water main and bulk water main new phases 2 related network to support new Phases

Ca41 13/14 IDP Chief % construction Installation of bulk sewer main Installation of bulk Installation of Mogale Bulk sewer Completed and related network to support sewer main and bulk sewer main new phases related network to and related support new phases network to support new phases

Ca 42(13/14 IDP) Hekpoort % Planning for EIA process Installation of water water and sewer Bulk water and sewer construction and sewer connected

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PROJECT NAME Source of Key Implementing 2013/14 2014/15 2015/16 funding Performance Indicator Agent Ca 43(13/14 IDP) Own funding % Planning for Infrastructure: Installation of the pipeline _ _ Kromdraai Pipeline construction Water and Sanitation Ca 44(13/14 IDP) % Planning for Resealing of the reservoir _ _ Kenmare Reservoir construction resealing Ca 45(13/14 IDP) Kagiso % Planning for Fencing and guard house _ _ Reservoirs Fencing and construction Guard house Ca 46(13/14 IDP) % Planning for Planning of construction _ _ Lenwen Bulk water construction pipeline Op1(13/14 IDP)Water No. of water Water deliveries to informal Water deliveries to Water deliveries tanker : Rental deliveries settlements informal to informal settlements settlements

Op2(13/14 IDP)Chemical No. of chemical Chemical toilets serviced f Chemical toilets Chemical toilets Toilets : Rental toilets serviced

Op3(13/14 IDP)Vacuum No. of vacuum Vacuum tankers usages Vacuum tankers Vacuum tankers tankers tankers usages usages

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Water and Sanitation : General Maintenance

PROJECT NAME Source of Key Performance Implementing 2013/14 2014/15 2015/16 funding Indicator Agent Op4 (13/14 IDP)Sewer Own funding No. of major and of major and minor of major and minor of major and Pump Stations minor services Infrastructure services services minor services Services: Water and Op5 (13/14 IDP) Water No. of major and Sanitation of major and minor of major and minor of major and Pump Stations minor services services services minor services

Op 6(13/14 IDP) No. of major and of major and minor of major and minor of major and Reticulations Network: minor services services services minor services Water Op7 (13/14 IDP) No. of major and of major and minor of major and minor of major and Reticulations Network: minor services services services minor services Sewer Op 8(13/14 IDP) Waste No. of major and of major and minor of major and minor of major and Water Treatment works: minor services services services minor services

Op9( 13/14) Telemetry Purchase of New telemetry _ _ system Installation telemetries system

Op 10(13/14) Purchase of Purchase of bulk Bulk Water Supply Bulk Water Supply Bulk Water Bulk Water water Supply

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Sources of Key Performance Implementing 2012/13 2013/14 2014/15 Projects CAPEX Funding Indicator Agent

Ca 47/IDP/SW911- Km of stormwater Infrastructure Repair and construction _ _ 15)Upgrading of outfall completed Services: Roads work,3,0 km Krugersdorp main and storm water outfall Own Ca48IDP/NW(11- funding % completion of Construction of erosion Construction of Construction 15)Storm water storm-water control attenuation measures erosion control erosion control management: measures measures measures

Ca49(13/14)/IDP/Upgra Km of road Upgrading of the roads & Upgrading of the Upgrading of ding of Bulk roads, completed storm water network (approx roads & storm the roads & storm water network: 5 km) water (5 km) storm water Muldersdrift, Rietvallei area

Ca 50/IDP(13/14) Km of road and Upgrading of the roads & Upgrading of the Upgrading of Chancliff roads and storm water storm water (2 km) roads & storm the roads & storm water completed water 1.8km) storm water Infrastructure network (1.8km)

Ca51(13/14) Roads & Km of road Construction of access roads Construction of Construction Storm water completed and Storm water Kagiso 13, roads Storm of roads and Infrastructure: Rietvallei Sinqobile , 7km) water,Rietvallei Storm water 3a, Kagiso CBD, Ext 6 3a, , Sinqobile Rietvallei 3a, & Ext 13, Sinqobile Phase 8km) Kagiso 13, Sinqobile 8km)

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Sources Key Implementing 2012/13 2013/14 2014/15 Projects Capex of Performance Funding Indicator Agent

Ca52(13/14) Km of side Construction of Construction of Construction of paved Construction sidewalks: walks paved paved sidewalks: paved sidewalks: sidewalks: 6 km, completed 7km, 7km,

Ca53(13/14) MCLM Km of road Upgrading of storm Upgrading of storm Upgrading of storm Upgrading of and storm water network water network water network Stormwater Networks, water completed

Ca54(13/14) Kerbing, Km of kerbs Installation of kerbs, Installation of kerbs, Installation of Backlog; Installation istallated Kagiso 6 km Kagiso 8 km kerbs,Kagiso 6 km

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3rd Annual Review of the 5 year IDP, 13/14 IDP

Sources Key Implementing 2013/14 2014/15 2015/16 Projects CAPEX of Performance Funding Indicator Agent

Ca56 (13/14) Own Stages for Infrastructure Construct/upgrade/reh Construct/upgrade/reh Construct/upgrade/re Upgrading/ Rehab. & funding planning for Services : ab. lanes/dual ab. lanes/dual hab. lanes/dual Construction Main construction Roads and carriageways,intersect. carriageways,inter, carriageways,interse arterials: Storm Water ,storm water and traffic storm water and traffic ct., storm water and Voortrekker,R. Broom flow systems flow systems traffic flow systems Drive Kagiso Drive

Ca57(13/14) ( 13/14 Own Stages for Phase roll of bulk road Phase roll of bulk road Phase roll of bulk IDP Chief Mogale funding installation of and storm water and storm water road and storm water additional bulk network construction network construction network construction roads network

Ca58(13/14) ( 13/14 Own Stages for Phase roll of bulk road Phase roll of bulk road Phase roll of bulk IDP) Protea Dal funding installation of and storm water and storm water road and storm water additional bulk network construction network construction network construction roads network

Ca59(13/14) Speed No. of speed Construction of 20 Construction of 20 Construction of 20 calming measures claming measures speed calming speed calming speed calming constructed measures, 150 m measures, 250 m measures. Armco barriers Armco barriers

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3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Funding Key Implementing 2012/2013 2013/14 2014/15 source Performance Indicator Agent Opex 11 (13/14) No. of road Infrastructure Construct/upgrade/reh Construct/upgrade/reh Construct/upgrade/reha Upgrading/ Rehab. upgraded Services : ab. lanes/dual ab. lanes/dual b. lanes/dual Construction, Main Roads and carriageways, carriageways,intersect, carriageways, intersect, arterials: Voortrekker, Storm Water intersect, storm water storm water and traffic storm water and traffic R.Broom, Kagiso and traffic flow flow systems flow systems Drive etc. systems.

Op 12 Opex 11 No. of road Rehab. of 4, 5 km Rehab. of 4, 5 km _ (13/14) upgraded Major access: Major access: Tshwane- MCLM - Tshwane MCLM - Paardekraal drive Randfontein link. Randfontein link. access route:Rehab. project

Opex 13 (13/14) Km. of road Routine roads and Routine roads and Routine roads and storm Network Maintenance maintenance storm water network storm water network water network Road Roads and Storm maintenance: Cleaning maintenance: Cleaning signage and markings. water Including projects, potholes projects, potholes Cooperatives and repairs, upgrading of repairs, upgrading of Labour Intensive s/w catch pits etc. s/w catch pits etc. Projects Road signage and Road signage and markings. markings.

Opex 14 (13/14) Rural Km of road Routine roads and Routine roads and Routine roads and storm road network , Storm maintenance storm water network storm water network water network water maintenance: maintenance: maintenance:

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3rd Annual Review of the 5 year IDP, 13/14 IDP

Electricity Network

Project Funding Key Performance Implementing 2012/2013 2013/14 2014/15 source Indicator Agent Ca 60 (13/14IDP) Integration of new Own No. of transformers Infrastructure Designs and Capacity Capacity Reservoir Substation supply in funding installed and Services : specification Upgrading Upgrading Munsieville commissioned Electricity Ca 61 (13/14) Factoria capacity upgrade: % completion of Substation Capacity _ _ transmission line Factoria- Libertas transformer Upgrading completed Ca 62(13/14 IDP) % completion of Substation Capacity _ _ Condale Substation Capacity Upgrading transformer Upgrading – completed Ca 63 (13/14IDP) Condale Substation No. of transformer Construction of _ _ installed transmission lines completed

Ca 64 (13/14IDP ) Condale to Chamdor Km of transmission Construction of _ _ North Transmission Line – Part 5 line completed transmission lines completed

Ca 65 (13/14IDP ) Condale to Km of transmission Construction of _ _ Krugersdorp North Transmission Line – line completed transmission lines Part 5 completed

Ca 66(13/14IDP ) Condale to Boltonia Km of transmission Construction of _ _ Transmission Line – Part 5 line completed transmission lines completed Ca 67(13/14IDP) Rangeview Ext 2 Km of transmission Construction of _ _ Electricity Distribution line completed transmission lines completed

105

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Funding Key Implementing 2013/2014 2014/2015 2015/16 source Performance Agent Indicator Own % completion of 5 5 Substations _ Ca68(13/14) Chamdor 1 X10MVA funding transformer Substations refurbished transformer completed refurbished

% completion of 5 5 Substations _ Ca 69(13/14) Chamdor 2X 40 MVA transformer Substations refurbished transformer completed refurbished

5 Steel 5 Steel kiosks _ kiosks replaced with Ca 70 (13/14) Cable locating No. of Steel kiosk replaced mini substations instrumentation completed with mini substations No. households Ca71 (13/14IDP) Munsieville pre-paid installed with pre- meter conversion paid meter at 200 _ _ Munsieville Ca73 (13/14IDP) Km line of bundle 4km 4km 4km Indigent prepayment meter conductor

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3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Source of Key Performance Implementing Key Performance Targets Funding Indicator Agent 13/14 14/15 15/16

Ca75 (13/14IDP) Own funding hectares of land acquired 10ha 10ha 10ha Land Acquisition- Rural Ca53/IDP Provision of Site and Own funding No. Site and services _ _ _ Services provided Ca76 (13/14IDP) WRDM % project completion 25% 25% Commonage Implementation Ca77 (13/14IDP) WRDM % establishment Tourism _ _ _ Tourism Cultural Village Cultural Village (Previous DMA Project) Ca78 (13/14IDP) WRDM % Organic farming and 100% Organic Farming Incubation implementation incubation established (Previous DMA Project) Ca79 (13/14IDP) Own funding No. hawkers trading Hawker trading Hawker Hawker Hawkers Trading Infrastructure stolls infrastructure installed trading stolls trading stolls Ca80(13/14IDP) NDPG No. of milestones NDPG project _ _ Leratong precinct implementation achieved

107

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Source of Key Performance Indicator Implementing Key Performance Targets Funding Agent 12/13 13/14 14/15 15/16

Op15( 13/14 Portion 198 Own Stages for Planning studies for Economic Feasibility _ _ _ Hartbeesfontein- Hekpoort funding construction of houses Services: Studies Op16( 13/14 IDP Portion 110 Stages for Planning studies for Housing Feasibility _ _ _ Wolvekrans, Tarlton construction of houses Studies Op17( 13/14) Portion 81 and 82 Stages for Planning studies for Feasibility _ _ _ Vaalbank, Magaliesburg construction of houses Studies Op18( 13/14 Portion 44 Stages for Planning studies for Feasibility _ _ _ Rietfontein, Muldersdrift construction of houses Studies Op19( 13/14 IDP) Portion 11 Stages for Planning studies for Feasibility _ _ _ Honingklip , Muldersdrift construction of houses Studies Op20( 13/14 IDP) Wolgezang: Stages for Planning studies for Feasibility _ _ _ RM- Portion 1, Hekpoort construction of houses Studies

Op 21(13/14IDP Portion 265, Stages for Planning studies for Feasibility _ _ _ Hekpoort construction of houses Studies Op 22(13/14IDP Lenwen Stages for Planning studies for Feasibility _ _ _ Hostel, refurbishment Studies Op23(13/14 IDP Green Hostel Stages for Planning studies for Feasibility _ _ _ refurbishment Studies Op24(13/14 Steenakoppies: Stages for Planning studies for Feasibility Detailed Studies Prt11 refurbishment Studies

108

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Funding Key Performance Implementing 2013/14 2014/15 2015/16 Source Indicator agent Outbook : Provincial Housing Projects No. of house units Provincial Provincial Provincial Provincial IDP,Ethembalethu completed Department allocation allocation allocation

Department of No. of house unit of Housing Provincial Provincial Provincial Kagiso Hostel Housing completed allocation allocation allocation (DOH) No. of house unit Provincial Provincial Provincial Rietvallei housing completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Kagiso Ext 12 completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Munsieville Ext 2 completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Munsieville Ext 5 completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Rietvallei Proper and Ext 1 completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Kagiso Ext 12 completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Kagiso Ext 13 completed allocation allocation allocation

No. of house unit Provincial Provincial Provincial Chief Mogale completed allocation allocation allocation

109

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Funding Key Performance Implementing 2013/2014 2014/2015 2015/16 source Indicator Agent Ca81(13/14IDP) MIG % project completed Environmental 100%, completed phase 4; _ _ Kagiso Regional Park Management: 5, amphitheatre, , and Parks and storm water management Ca82(13/14IDP) MIG % project completed Cemeteries 30% 60% 100% Coronation Park

Ca83(13/14IDP) Own No. of parks upgraded 3 5 5 Small Parks

Ca80(13/14IDP) Own No. upgrades completed Fencing, Access road and _ _ West heaven Cemetery security house Ca84(13/14IDP) MIG No. upgrade completed Expansion of new burial expansion of road _ Kagiso Cemetery sections and ablution Upgrading facilities Ca85(13/14IDP) MIG Stages for repairs game Game reserves repairs _ _ Game Reserve reserve amenities. Ca86(13/14IDP) MIG % project completed Planning phase Construction _ Munsieville Park Ca87(13/14IDP) MIG % project completed Planning phase Construction _ Magaliesburg Park

Ca88(13/14IDP) Own % project completed Planning phase Construction _ Mulderdrift Park

110

3rd Annual Review of the 5 year IDP, 13/14 IDP

SOCIAL SERVICES

Project Name Source Key Performance Key Performance Targets of Indicator Implementing 12/13 13/14 14/15 15/16 Funding Agent Ca89(13/14IDP) SRAC % of project completed Social Services: 100% book with _ _ _ Ca71/IDP SARC security devise Book security system Ca90(13/14IDP) Own No. speed law enforced _ Lease of Lease of Lease of Speed Law Enforcement funding lease Speed Speed Speed cameras cameras cameras

Ca91(13/14IDP) MIG % of project completed _ _ _ _ Munsieville Sports Hub complex Ca92(13/14IDP) Own No. of ORS leased Use of ORS Use of ORS Use of Use of ORS Offence recognition funding ORS system(ORS) Ca93(13/14IDP) Own No. of milestones achieved Planning and Specification _ _ Portable Weighbridge (1) Funding Design s and detail designs

111

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Funding Key Performance Implementing 2013/14 2014/15 2015/16 Source Indicator Agent Ca94(13/14IDP) MIG and No. of repairs Social Business plan Designs Construction Rietvallei Ext 1 Sport Complex Own funding Services: SACR Ca95(13/14IDP) % planning for Business plan Designs Construction Rietvallei Ext 2 and 3 Sport Complex construction

Ca96(13/14IDP) % planning for Business plan Designs Construction Munsieville Sport Complex construction

C97(13/14IDP) % planning for Business plan Designs Construction Ga- Mogale Sport Complex construction

Ca98(13/14IDP) % planning for Business plan Designs Construction Kagiso Sport Complex construction

Ca99(13/14IDP) % planning for Business plan Designs Construction Azaadville Sport Complex construction

Ca100(13/14IDP) % planning for Business plan Designs Construction Bob van Duren Sport Complex construction

Ca101(13/14IDP) % planning for Business plan Designs Construction Johanna Botha Park Sport Complex construction

Ca102(13/14IDP) % planning for Business plan Designs Construction Muldersdrift Sport Complex construction

Ca103(13/14IDP) % planning for Business plan Designs Construction Hekpoort Sport Complex construction

112

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Funding Key Performance Implementing 2013/14 2014/15 2015/16 Source Indicator Agent

Ca103(13/14IDP) MIG/Own % planning for Social Services: Business plan Designs Construction Tarlton Sport Complex Funding construction SACR

Ca104(13/14IDP) % planning for Business plan Designs Construction Lewisham tennis Court

Ca105(13/14IDP) % planning for Business plan Designs Construction Kagiso swimming pool construction

Ca106(13/14IDP) % planning for Business plan Designs Construction Coronation swimming pool construction

113

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Funding Source Key Performance Implementing 2013/14 2014/15 2015/16 Indicator Agent Ca107(13/14IDP) MIG and Own funding No. of repairs Social Construction Construction _ Krugersdorp West swimming pool Services: phase phase SACR Ca108(13/14IDP) No. of repairs Construction Construction _ Azaadville Swimming pool completed phase phase

Ca109(13/14IDP) % construction Social Building _ Burgeshoop MPCC completion Services: renovation Social Ca110(13/14IDP) % construction Upliftment Building Building _ Kagiso Thusong Service Centre completion upgrade completion

Ca111(13/14IDP) % construction Upgrade of the Construction _ Ga-Mogale ECDC completion Site Completed

Ca112(13/14IDP) % project completion Building Construction _ Sinqobile ECDC upgrade Completed

Ca113(13/14IDP) % construction Planning Construction _ Kagiso Pre-primary School completion stages, Completed fencing Ca114(13/14IDP) % construction Planning Construction Construction Rietvallei 2 & 3 ECDC completion

Ca115(13/14IDP) % construction Planning Construction Construction Tarlton ECDC completion

114

3rd Annual Review of the 5 year IDP, 13/14 IDP

Project Name Funding Source Key Performance Implementing 2013/14 2014/15 2015/16 Indicator Agent Ca116(13/14IDP) Own funding and MIG % construction Planning Construction Construction Chief Mogale ECDC, completion Completion

Ca117(13/14IDP) % construction Building Construction Construction Hekpoort MPCC

Ca118(13/14IDP) % construction Upgrading Krugersdorp West Sport Ground completion

Ca119(13/14IDP) % construction Business plan Upgrading Krugersdorp Museum completion

Ca120(13/14IDP) % construction Business plan Upgrading Ubuntu arts & craft centre completion

115

SECTION 6: IDP & 3 YEAR MEDIUM TERM BUDGET FRAMEWORK

IDP 2013/2014 TOTAL 2014/2015 TOTAL 2015/2016 TOTAL CAPITAL BUDGET RANKIN ORIGINAL BUDGET BUDGET BUDGET GS

Revamp of Kagiso & Magaliesburg Office 21 - - - Land Acquisition 1 - 25 000 000 25 000 000 Agricultural infrastructure support 1 800 000 - - Comprehensive Rural Development Programme (CRDP) 1 800 000 - - Disaster Management Relief 9 - - - Site & Services (fencing own land) 1 500 000 - - Commonage Infrastructure 1 1 000 000 - - Construction of 16 hawkers trading gazebos ward 1 &ward 3) 3 500 000 - - Construction of 30 trading and storage facilities for hawkers. 3 1 000 000 - - NDPG (Capital Grant) 1 10 000 000 10 000 000 10 000 000 Minor plant & tractor implements 24 150 000 - - Game monitoring equipment 17 60 000 - - Parks Development & Upgrading 17 300 000 - - Burgershoop Cemetery fence 17 400 000 - - Food gardens support 17 100 000 - - Game reserve upgrading of game reserve facilities 17 800 000 - - Electrification of rural cemeteries 5 30 000 - - Development of Westhaven Cemetery 17 1 200 000 - - New road in Sterkfontein Cemetery 4 500 000 - - Magaliesburg Park 17 1 832 454 1 942 402 2 058 946 Munsieville Park 17 2 500 000 2 650 000 2 809 000 Muldersdrift Park 17 1 832 454 1 942 402 2 058 946 Coronation Park 17 2 500 000 2 650 000 2 809 000 Rural cemetry upgrading 17 254 122 - - Luipaardsvlei Landfill Site - Phase 3 completion 10 3 000 000 - - luipaardsvlei Landfill Site - Phase 4 10 6 310 084 6 059 958 8 434 915 Magaliesbueg landfill site 10 - - - Procurement of 3X tipper trucks 10 - - - Construction of washbay 10 100 000 - - LDV 5X 10 - - - Earthmoving equipment 10 - - - Procurement of road sweeper 10 - - -

117 SECTION 6: IDP & 3 YEAR MEDIUM TERM BUDGET FRAMEWORK

IDP 2013/2014 TOTAL 2014/2015 TOTAL 2015/2016 TOTAL CAPITAL BUDGET RANKIN ORIGINAL BUDGET BUDGET BUDGET GS

Aged Day Care Centre : Construction - Kagiso 14 1 319 500 - - Aged Day Care Centre : Construction - Munsieville 14 1 319 500 Refurbishmnent of Rietvallei 2&3 ECDC 14 500 000 - - Furniture and equipment for Rietvallei ECDC 14 200 000 - - Furniture and equipment for Chief Mogale ECDC 14 - - - Furniture and equipment for Ga Mogale ECDC 14 200 000 - - Furniture and equipment for Sinqobile ECDC 14 200 000 - - Rehabilitation of Coronation Park 17 - - - Upgrading of Ga Mogale Sport Complex 12 - - - Upgrading of Muldersdrift Sport Complex 12 500 000 - - Krugersdorp West Swimming Pool 12 - - - Azaadville Swimming Pool Upgrade 12 500 000 - - Munsieville Sports Hub 12 - - - Upgrade of Azaadville stores 12 100 000 - - Upgrade of Kagiso swimming pool 12 600 000 - - Upgrade of Kagiso sports complex 12 5 500 000 7 427 149 9 637 896 Upgrade of Kagiso Extension 13 sport complex 12 1 500 000 1 590 000 1 685 400 Upgrade of Lusaka Sport complex 12 2 500 000 2 650 000 2 809 000 Upgrade of Azaadville Rainbow Stadium 12 1 614 400 1 711 264 1 813 940 Purchase of guardhouse (wards 3,27 and 31) 7 30 000 - - Delivery and installation of pool nets(wards 3,9 and 26) 12 64 000 - - Refurbishment of pool bottom at Kagiso Swimming pool 12 - - - Turf Management equipments 12 300 000 - - PR 2: Rietvallei Roads & Surface Drainage 4 6 959 499 7 377 069 7 819 693 PR3:Kagiso Ext 13 Roads & Stormwater 4 4 000 000 5 640 974 7 479 432 PR 5: Rietvallei Ext 5 Roads & Surface Drainage 4 8 219 383 8 712 546 9 235 299 PR 7: Muldersdrift Roads & Surface Drainage 4 6 232 472 6 606 420 7 002 806 PR 9: Ga Mohale Roads & Surface Drainage 4 8 548 576 8 001 491 8 481 580 PR 10: Rietvallei Roads & Surface Drainage 4 65 529 69 461 73 629 PR 15: Western Rural Roads & Surface Drainage 4 4 000 000 4 240 000 4 494 400 PR16: Sinqobile Roads & Stormwater 4 4 000 000 4 240 000 4 494 400 Pretoria Street/ CBD Taxi Rank Upgrading 4 500 000 - - Protea Daal, Chancliff, Noordheuwel Road Network Development 4 500 000 - -

117 SECTION 6: IDP & 3 YEAR MEDIUM TERM BUDGET FRAMEWORK

IDP 2013/2014 TOTAL 2014/2015 TOTAL 2015/2016 TOTAL CAPITAL BUDGET RANKIN ORIGINAL BUDGET BUDGET BUDGET GS

Kagiso & Extensions Stormwater upgrades Stage 1 construction 4 - - - Speed Calming measures 4 500 000 - - Chief Mogale Bulk Roads & Stormwater Stage 1 construction 4 8 000 000 - - Installation of traffic & high mast lights 5 - - - Public Street Lighting Projects 5 - - - Condale to Krugersdorp North New O/H Transmission Line 5 9 000 000 - - Condale 1 x 10 MVA Transformers 5 3 500 000 - - Chamdor 2 x 40 MVA Transformers 5 500 000 - - Factoria to Libertas New O/H Transmission Line 5 15 000 000 - - Condale to Chamdor North New O/H Transmission Line 5 7 500 000 - - Condale sub station upgrading 5 55 000 000 - - Condale to Chamdor terminations Transmission Line 5 6 000 000 - - Condale to Boltonia New O/H Transmission Line 5 100 000 - - Krugersdorp North Main Substation supply, deliver, install,erect,5 test & commission - new equipment - - Rangeview Ext 2 Electrification 5 6 000 000 - - Indigent prepayment installation 5 - - - Ga Mohale new township streetlights 5 - - - Protea Daal - New Substation 5 500 000 - - Munsieville Prepayment Metering conversion 5 - - -

117 SECTION 6: IDP & 3 YEAR MEDIUM TERM BUDGET FRAMEWORK

IDP 2013/2014 TOTAL 2014/2015 TOTAL 2015/2016 TOTAL CAPITAL BUDGET RANKIN ORIGINAL BUDGET BUDGET BUDGET GS

Intergration of new reservoir substation supply into Munsieville 5 500 000 - - Cable locating instrumentation 5 155 000 - - Electricity Backlogs 5 - 20 000 000 20 000 000 High,medium and voltage equipment for Distribution netwrk 5 500 000 - - Johanna Botha Sports complex 12 500 000 - - Green Hostel Refurbishment 1 3 000 000 - - Kagiso central sports complex 12 - - - Kromdraai Pipeline 2 2 500 000 - - Kenmare Reservoir reseal for water tightness 2 4 000 000 - - Water Demand and Conservation Management 2 4 800 000 - - Laboratory Specialised Equipment 2 - - - Protea Daal Water connection 2 100 000 - - Rural Water Networks 2 - - - Prepaid Water Meters Installation Program 2 14 000 000 - - Water Resevour Fencing & Guard House 2 - - - Magaliesburg Bulk Water pipeline 2 4 464 955 - - Kagiso Water Network 2 - - - Chief Mogale Bulk Water 2 4 500 000 - - Lenway Bulk Water pipeline 2 2 000 000 - - Laboratory Information Management System 2 - - - Upgrade of Water Laboratory 2 500 000 - - Rural Water & Sanitation 2 3 000 000 3 180 000 3 370 800 Percy Stewart 10 Ml Upgrade - Civil Works 2 - Percy Stewart 10 Ml Upgrade - Mechanical & Electrical Works 2 3 000 000 - -

117 SECTION 6: IDP & 3 YEAR MEDIUM TERM BUDGET FRAMEWORK

IDP 2013/2014 TOTAL 2014/2015 TOTAL 2015/2016 TOTAL CAPITAL BUDGET RANKIN ORIGINAL BUDGET BUDGET BUDGET GS

Percy Stewart 10 Ml Upgrade - Professional Fees 2 300 000 - - Flip Human Sludge Handling - refurbishment of equipment 2 500 000 - - Flip Human Sludge Handling - instant lawn farm 2 5 000 000 - - Flip Human Phase 2 - refurbishment 2 5 000 000 9 163 836 7 954 302 Rural Sanitation Networks 2 - - - Proteadaal Sanitation connection 2 500 000 - - Hekpoort bulk water and sewer 2 500 000 - - Kenmare Sewer Pump station 2 500 000 - - Munsieville Ext 5 Bulk sewer 2 6 000 000 - - Rangeview Ext 2 Sewer connection 2 - - - Millsite Outfall sewer phase 1 2 1 500 000 - - Chief Mogale Bulk Sewer connection 2 2 500 000 - - Magaliesburg sewer upgrades 2 500 000 - - Magaliesburg sewer network upgrades and pumpstations 2 1 000 000 - - Lindley Wastewater Treatment works 2 2 000 000 - - Magaliesburg Wastewater Treatment works 2 1 637 692 5 069 790 3 860 256 Lusaka 2 & 3 Renewals Phase 4 2 3 512 947 3 723 724 3 947 148 Muldersdrift Outfall sewer 2 383 517 - -

117